FIRE AND BLAST INFORMATION GROUP TECHNICAL NOTEHuman Factors Guide Technical Note 9 This document is a deliverable of the Fire and Blast Information Group (FABIG) FABIGwouldliketoencouragecommentandfeedbackfromitsmembership.Ifyouhaveanycomments on this Technical Note or any other FABIG activities please address them to the FABIProject Manager at The Steel Construction Institute The information in this document is published with the intent of making it available to members of the Fire and Blast Information Group (FABIG). The information is available for use subject to copyright. The informationpresentedhereisexpectedtocontributetothefurtherimprovementinsafety.However, FABIG, The Steel Construction Institute and the reviewers assume no responsibility for any errors in or misrepresentations of such information or any loss or damage arising from or related to its use. No part of this publication may be reproduced without the written permission of FABIG and the SCI. May 2006. The Steel Construction Institute, Silwood Park, Ascot, Berkshire, SL5 7QN, United Kingdom Tel: +44 (0) 1344 623345, Fax: +44 (0) 1344 622944 Human Factors Guide for the Protection of Onshore Plants and Offshore Structures against Fires and Explosions FABIG Human Factors Guide FOREWORD This Technical Note is the ninth in a series written for the members of FABIG to complement the Interim Guidance Notes. It is intended to provide FABIG members with a simple users guide in the area of human factors. This document was written by Ed Terry (Sauf Consulting Ltd) and Ian Randle (Hu-Tech Ergonomics). FABIG Technical Note 9v 1.INTRODUCTION Thistechnicalnotehasbeenpreparedasa simple to use guide to assist the awareness and implementationoftheHumanFactorsinthe designandoperationofoilandgasfacilities both onshore and offshore. HumanFactorshavebeentreatedasabroad subject within this guide. The subject has been considered to cover all issues governing the way thatindividualsandteamsmaywork,the influences defining their environment, (in terms ofculture,knowledgeaswellasthephysical environment).Thisincludeshowindividuals andteamsrespond,learnandadapttothese imposedenvironments;thewayinwhichtheir organisations plan and prepare for the tasks and activitiestobecarriedoutandthephysical environment in which those tasks are done. This guide has been developed with the range of FABIG members in mind as potential users and endeavourstorelateHumanFactorsissuesto normal project or asset activities and documents. ItsuggestsdifferentHumanFactors requirements in relation to their application or to ademonstrationtostakeholderandother discipline activities, and where appropriate tries to list the influence both on and off the life-cycle phase of a development. The technical note provides advice to potential usersonwaystofacilitatetheinclusionof Human Factors in planning their activities. The technical note has compiled public domain information to help demonstrate the benefits in movingfromacompliancecultureto understanding the needs and the context of the end-user. Thetechnicalnotealsoprovidesreference sourcestoenableanassessmentofthetypical costs associated with Human Factors issues, to assistthosemakingacaseforHumanFactors activities.Somesummaryillustrationsare included. A brief description of the Human Factors tools andmethodsavailabletothepotentialusersis provided.Selectedprojectordevelopment activitiesanddeliverablesareusedto demonstratehowHumanFactorsmaybeused and where they would be reported. Thedocumentcomprisesabriefreviewof emergingapproachesavailabletothe practitionerandprovidessourcesoffurther information and a glossary. FABIG Technical Note 91 2.OBJECTIVE Providingguidanceonthetoolsand methodologiesusedinHumanFactors studies and how they might be incorporated into design and operations This Technical Note supports FABIG members by: Providingpreliminaryguidanceonhowto determine which of the Human Factors tools is the most appropriate to use under different circumstances Providing a summary of the reasons for and benefitsofcarryingoutHumanFactors studiesDescribing the role of Human Factors studies within risk management and in enhancing of operabilityintheonshoreandoffshore process industries Providingaquickreferencesourceforkey guides and standards that are available in the public domain FABIG Technical Note 93 3.BENEFITS FROM THE APPLICATION AND IMPLEMENTATION OF HUMAN FACTORS 3.1General issues 3.1.1Introduction HumanFactorspractitionershaveseengreat strides in the use of Human Factors (HF) studies butthereremainmajorobstaclesto incorporatingHumanFactorsasamatterof courseintothedesignprocessandoperating practices. Some of this resistance is perceived to be an issue of cost (an uncertainty whether the benefitisworthwhile)andsomeresistanceis perceivedtobeanissueofculture.Insome sectors the Human Factors studies are still seen asperipheralalthoughbeneficialratherthan central and essential. Anumberofexamplebenefitsandissuesare discussed below to illustrate drivers and benefits fortheconstructiveimplementationofHuman Factors. 3.1.2Compliance with standards and expectations Thereareanumberofreasonstoachieve compliancewithHumanFactorsstandardsand expectationsandtherearereasonsforsetting internal standards with which to comply. The reasons for compliance with Human Factors standards and expectations fall into hard and softcategories,i.e.wherethereisdirect measurablebenefitorwherethebenefitis implicit but potentially measurable over a longer period.Within the hard category, reasons would be; To improve accident rates Toreducethelikelihoodofhumanerror provoking situations Within the soft category, reasons would be; To reduce stress levels in the workforce Tohelptheestablishmentofaleading indicatorthatshouldultimatelyimprove safety and operational performance Toimprovecompanyrelationswiththe regulator;manyregulatorscurrentlypush forHumanFactorstobedealtwithina consistentandcomprehensivemanner(not least to improve minor accident rates) 3.1.3Benefits to safety & health ImplementingHumanFactorscaneliminateor mitigate the impact of Major Accident Hazards and the effects of personal injury or illness (both chronic and acute disorders). AkeyareawhereHumanFactorscanbe beneficial isto set operational tasks within the limitsofhumanoperatorsbysettingphysical stress levels at acceptable levels, for example for turning,lifting,reachingactivities,etc.By consideringthemoreextremeworking environments(inthebroadestsense)within which personnel are required to work, steps can be taken to ensure that activities and actions are undertakenbypersonnelwithinmore comfortable conditions, which would reduce the number of employees who might become unfit for work. Thepsychologicalstresslevelsperceivedby personnelthroughoutalllifecyclephasesofa developmentcanalsobereducedbythe moderatelystraightforwardapplicationof Human Factors techniques to the presentation of informationandtheissuingofinstructionsor advice, so that all are obviously prioritised and lessambiguous,thiswouldreducetheriskof trips and improve motivation. All of the issues above also apply to Emergency Preparedness and Emergency Response. Human Factorstechniquesappliedtoplanningforan emergencyhavedirectpotentialtosavelives and reduce the probability of injury. 3.1.4Benefits to operability Akeyactivitywhichcanmakesignificant benefitsifappliedearlyandinalogicaland justifiable manner is to optimise the allocation of system tasks and functions between humans and technology. It should be emphasised that taking tasks away from personnel is not always the best FABIG Technical Note 95 solution;anumberofconsiderationsare involved.To name just a few; The potential consequences of human failure Theflexibilitythatthehumancanbringto the situation The long-term well-being of the human, the feeling of being valued and needed Interestlevelsandboredomthresholds (leadingtoenthusiasticengagementtothe taskorpotentiallydangerous disengagement) 3.2Cost-Benefit Analysis There are a number of models for calculating or estimatingthecost-effectivenessofprogramme elements or interventions (such as human factors studies)withinthelife-cycleofaplantor installation.Themainaccounting/economic models look at Return on Investment(ROI) as themeanstodeterminethecasefororagainst the inclusion of programme elements. Allcost-benefitanalysesattempttomatchthe costs(usuallyfinancial)againsttheexpected benefitsoftheprogramme.Inthecontextof Human Factors the benefits may be translatable into financial savings, such as reduced manning levelorreducedmaintenancetime,butsome benefits,suchasincreasedworkersatisfaction, may be difficult to quantify. Appendix C lists a number of potential benefits fromincludingHumanFactorsstudiesina developmentprogramme,allofwhichare potentially measurable. AnareawhereHumanFactorscanhavea significant impact is in reducing accident risks, both major and minor.However demonstrating cost-effectivenessinthiscontextcanbe problematicbecausethekeybenefitisthe absence of an accident, loss or injury. TheUKHealthandSafetyExecutivehave researched the cost-effectiveness of good health and safety management and published guidance documents which attempt to quantify the costs to business of accidents (e.g. The costs of accidents at work, HS(G)96).In addition, on the HSE website is an area with toolsandguidanceoncalculatingthecost-effectivenessofhealthandsafety,whichthe HSEhavecalledtheReadyReckoner (www.hse.gov.uk/costs). It is worth emphasising the benefits that industry hasestimatedmayarisefromimproved treatment of Human Factors. Bywayofillustration,applicationtoa$400 million petrochemical project can: Reduce capital expenditure by 0.255%. Reduce total engineering hours by 110%. Reducelife-cycleoperationaland maintenance costs by 36%. (Source-Shell) Reduce accidents, noting that in one project, oftheaccidentsthatoccurredduring OperationsandMaintenance,morethan 50%weretracedtoseriouslyflawed engineering design. (Source-BP) Also,basedonsome600welldocumented failuresofoffshorestructures,someimportant insights have been developed: Approximately80%ofthemajorfailures weredirectlyduetoHumanand OrganisationalFactorsandtheerrorsthat developed as a result of these factors; only 20%wereregardedasbeingnaturalor inherenttothesystem.Ofthe80%of failuresduetoHumanandOrganisational Factors,about80%occurredduring OperationsandMaintenance.The OperationsandMaintenanceactivities frequently interacted in an undesirable way. Oftheapproximately64%(80% x 80%)of accidentsthatoccurredduringOperations andMaintenance,morethan50%were tracedtoseriouslyflawedengineering design.Source-BP) 6FABIG Technical Note 9 4.APPLICATION OF HUMAN FACTORS STUDIES Thepresenceoffeedbackfrompastsuccesses and failures has been limited in many areas of oilandgasdevelopmentandunfortunatelythe applicationofHumanFactorshasbeenno exception. The role of the end-users is the key to thisaspect;forvariousreasons,theend-users have rarely collated feedback and then been able to provide input to Human Factors practitioners. Overcomingthisreticencewillbeamajor contributiontoachievingahighstandardof Human Factors appreciation and achievement. Whendiscussingthepotentiallywiderangeof applicationofHumanFactorsapplicationsand wheretheymightbeofuse,itisusefulto confirmduringwhichlifecyclephasethey might be useful. To this end, figure 1 reiterates the full range of the life cycle of an oil or gas development.Ithasbeenassumedthatthe stagesareroughlysimilarforbothonand offshore oil and gas developments; the life cycle phasescoverfromveryearlygrantingof licenses and agreeing a development basis with a nationalorregionalgovernmentupto decommissioning and removal. FABIG Technical Note 97 8FABIG Technical Note 9 Block bidding& license application Exploration and drilling Feasibility studies Front end engineering Detail design Conceptual design Construction and installation Hook-up and commissioning OperationModifications,maintenance and repairDecommissioning& removalDevelopment progression (Where will we be working?)(What could work?)(What will we find there?)(Make it work!)(What will work?)(How will it work?)(Build it!)(Make it go!)(Keep it running!)(Fix it, change it!)(Get rid of it!)Block bidding& license application Exploration and drilling Feasibility studies Front end engineering Detail design Conceptual design Construction and installation Hook-up and commissioning OperationModifications,maintenance and repairDecommissioning& removalDevelopment progression(Where will we be working?)(What could work?)(What will we find there?)(Make it work!)(What will work?)(How will it work?)(Build it!)(Make it go!)(Keep it running!)(Fix it, change it!)(Get rid of it!)Figure 1Life cycle phases in the development progression FABIG Technical Note 99 A number of benefits accruing from the use of Human Factors techniques have been discussed and there are further examples in Appendix C. However,itshouldberealisedbytheHuman Factorspractitionerthattherewillbedifferent customerswitheachorganisationor development. Each customer will have different drivers,incentivesandinterfaces.Understanding the needs of each customer will enablethemostappropriateandsuccessful application of Human Factors techniques. Figure 2 below provides a simplistic illustration of the interestsofanumberofgroupingswithina development and their major interests. Figure 2Stakeholder interests in HF application and achievement 5.TOOLS AND METHODOLOGIES 5.1Currently available tools and methodologies Over the past two decades Human Factors tools and methods have increased significantly in both complexity and their field of application.This sectionidentifiessomeofthemostusefuland commonlyappliedmethodsinthefieldsof engineering design and safety. Itisnotintendedasadetailedinstruction manualoneachmethod;thatlevelof informationcanbefoundinthelistedsource documents.The intention is to give the reader a basicunderstandingofwhatthedifferent methods achieve and how they are used. The methods applicable to any given project can onlybedeterminedbysettingupaHuman Factors team and devising a Human Factors plan attheearlieststagesoftheproject.Thiswill determinetheagendaforHFactivities throughout the project.Typically an engineer or HF specialist will be appointed as the project HF leadorchampion,butrepresentativesofthe mainengineeringdisciplinesshouldalsobe represented, particularly in larger projects.It is important that all members of the HF team have received appropriate HF awareness training and understand the process of building the HF plan. Table1belowpresentsalistingofthehuman factors activities which may typically be carried outwithinthekeydesignstagesofa development. Engineering Design StageHuman Factors Tasks Conceptual DesignSystem Requirements Analysis Function analysis Allocation of function Identify potential scope of human interventions Identify Users and StakeholdersUser Requirements Analysis Human Factors specification Manpower planning personnel numbers and outline skill levels J ob function planning Task description / synthesis Detailed DesignErgonomics of design equipment / InterfacesTask design Ergonomics of design workplace /workspaceMock-up / prototyping Human error and reliability analysis Manpower planning job definitions, teams, organisational structure, skills and training needs Design of user manuals / training programme Testing & CommissioningUser training User trialsOperation / MaintenanceUser training Post-design/implementation evaluation Feedback to designers on usability and safety issues. Human error and reliability analysis Table 1 Typical HF tasks by project phase FABIG Technical Note 911 By way of illustration of how tasks may be used intheseprojectphases,aselectednumberof methods are outlined below in more detail. 1.Allocation of Function 2.Hierarchical Task analysis 3.Human Error Analysis 4.Human Reliability Analysis 5.Link Analysis 6.Distributed Cognition 5.1.1Allocation of Function Theobjectiveistoallocatesystemfunctions betweentechnologyandhumanoperatorsto achievemaximumsystemefficiency.This technique also helps to determine manpower and skills requirements in the early phases of design. Information required Functional descriptions of the system integrating allpotentialhardwarerequirements.Fittslist (e.g. Singleton, 1974). Links to other techniques HTA, Link analysis, Human Error Analysis References: Singleton,W.T.Man-MachineSystems.Harmondsworth;Penguin Books, 1974 Chapanis,A.Ontheallocationoffunctions betweenmenandmachines.Occupational Psychology, 39, 1-11.1965 General Description This technique is concerned with the distribution ofsystemfunctionsbetweentechnologyand humanoperators,assometasksarebest performed by machines and others by people. Theprocessinvolvedistodescribeallsystem functionsandthenwhetherthesefunctionsare bestcarriedoutbyhuman,machinesora combination of the two.The characteristics of humansandmachinesandtheirrespective strengths are described in Singleton 1974, and is known as a Fitts list. 5.1.2Hierarchical Task Analysis (HTA) HTAisoneofthemostwidelyusedformsof taskanalysis.Itisusedtorepresentthe relationships between goals, tasks and sub-tasks. It provides a diagrammatic representation of the tasks; it is highly adaptable and presents tasks in a logical manner. Themethodinvolvesdefininganoverallgoal, such as carry out drilling, breaking this down intotasks(suchastripping,drillingetc.),sub-tasks(e.g.changingthedrill-bit),andatthe lowest level of description, activities (e.g. close valve).Thesearerepresentedusually diagrammatically in a hierarchical format.The relationship between a set of sub-ordinate tasks (or operations or sub-tasks) and their parent goal (or task or sub-task) is defined by a plan. There are a number of plan types available, which can describemosttypesofrelationships.Stopping rules exist to decide how far to decompose the task. References: Shepherd,A.HierarchicalTaskAnalysis.Taylor & Francis, 2001 Kirwan, B. and Ainsworth, L.K.A Guide to Task Analysis, Information Required Knowledge of how the task is achieved, and why it is done in a particular way, is required.This is usually gained from a mixture of documentation and discussions with task experts (i.e. practised operators or trainers). HTAcanbeusedwithmostoftheotherHF techniques.Itisparticularlyusefulwhen analysing tasks for human error potential or for assessing operator workloads.It can also be a useful tool for task training, as the task steps are represented on a diagram. Description HTA produces a hierarchy of tasks these are the physical or mental operations that people do withinanoveralljoborsystem.Themethod andorderoftheoperationsaredescribedas plansthesearestatementsoftheconditions whicharenecessarytoconsiderunderthese operations.Since the resultant task description is hierarchical, the analysis can be developed in as little, or as much detail, as is necessary to deal 12FABIG Technical Note 9 withaparticulartask.HTAprovidesan effective means of stating how work should be organised to meet a systems goal. Thetechniqueresemblesaflowchart,butthe boxes are laid out hierarchically in a top-down fashion, going from a top level goal (e.g. carry out drilling), to the various tasks which together fulfilthatgoal(e.g.operatingmudcontrol; drilling;pullingoutofthehole;etc.),tothe actualphysicalandmentalactionsthatare required to carry out the task (e.g. operate brake; monitor mud volume etc.).Three levels in the HTAisusuallytheminimum,withsevenasa practically-recommendedmaximum;the required depth of the HTA depends on the depth of analysis and the complexity of the task, e.g. drillingmightutilisefivelevels,evacuation three, etc. In addition to the goals, tasks, and operations, a criticalpartofanyHTAistheplanateach node in the HTA which states when each of the tasks or operations below it are to occur.These plansrepresenttherealexpertiseofanytask, sinceanoviceusuallyknowsthebasic operations that make up the task, but an expert knows not only the sequence of the operations, but also the different permutations that will be requireddependinguponwhatishappeningin thesituation,andsuchinformationordeep knowledge can be captured in the plans.The HTAisusuallyalsonumberedforeasyand reliable reference to the various tasks/operations andlevelsinthetaskanalysisrepresentation.TransferfromonepageofHTAtoanotheris achievedviatransferboxesasinfaulttree analysis.Theprocessforconstructionofan HTA is shown in figure 3 overleaf. FABIG Technical Note 913 Figure 3 HTA construction process 5.1.3Human Error Analysis (HEA) The objective of HEA is to identify where and when human errors may occur that can lead to accidents and system failures, and to determine ways of preventing or recovering from them. An HEA may be presented in a tabular format andforeachtaskstepconsiderswhaterrors couldoccur(e.g.Slips,lapses,mistakes, violations),andwhatrecoverypotentialexists.Errorreductioncanbeidentifiedintermsof procedures,traininganddesign recommendations.References:Kirwan. B. 1992.A Guide to Practical Human ReliabilityAssessment.Taylor&Francis, London Reason,J .HumanError.Cambridge University Press, 1991 14FABIG Technical Note 9 Information Required Taskanalysis(e.g.HTA),procedures, schematics of workplace layouts etc. Links to other techniques HTA, and Link analysis can all feed into Human ErrorAnalysis.Humanerroranalysiscanbe usedprospectivelytoassessforhumanerror potentialinanewsystemduringthedesign process.Theeffectofhumanerroronthe systemsafetycanbemodelledsothat appropriatepreventiveorprotectivemeasured are designed in. Thetechniquecanalsobeusedonexisting systems to help determine the causes of human error and determine preventive measures. Description There are many types of human error analysis, andthemostwidelyusedarepresentedinthe reference documents above. Moststartfromataskanalysis,(usuallyan HTA)andthenconsidereachtaskstepfor possibleerrortypes,likelihoodand consequence.Alsonotedarerecoveryand prevention mechanisms. Error consequences may come from a fault-tree typeofanalysis,anderrorlikelihoodcanbe estimatedfromgenerichumanerror probabilities from the literature.These can be modified to take account of local and situational conditions, such as fatigue, lack of training, poor lighting, badly designed controls etc.These are known as performance shaping factors (PSFs). Someexpertiseorguidanceisneededin carryingoutanHEA,butimprovementsto design, training and procedures are usually easy to identify. 5.1.4Human Reliability Analysis TheobjectiveofHRAistocalculatethe probabilitiesforhumanerrorsanderror recoveries,sothatthesemaybeenteredinto QRAlogictrees(faultandeventtrees).This thenallowsthequantitativeestimationofthe human error contribution to risk. A number of different techniques exist, of which the major four, Absolute Probability J udgement (APJ ), Human Error Assessment and Reduction Technique(HEART),TechniqueforHuman ErrorRatePrediction(THERP),andSuccess Likelihood Index Method (SLIM), are outlined below.Twoofthesetechniques(THERPand HEART)relyonananalystmodifyingHuman ErrorProbabilities(HEPs)inadatabaseto reflect the various Performance Shaping Factors (PSF) evident in the human error scenario.They arethereforetoolswhichshouldbeusedby thosewithknowledgeorexpertiseandthe outputshouldbeinterpretedwithcaution.The other two (SLIM and APJ ) are expert judgement techniques and involve a small group of experts withsignificantrelevantexperiencein estimating the HEPs.References:Kirwan. B. 1992.A Guide to Practical Human ReliabilityAssessment.Taylor&Francis, London Information required Detailedhumanerroranalysisinformationis needed(fromHEA),togetherwiththe information from task analyses (e.g. HTA). Links to other techniques HEA; HTA. General Description HumanReliabilityAnalysisentailsthe quantificationofHumanErrorProbabilities, according to the following simple formula: Number of errors occurred Number of opportunities for error to occur Thus, for example, if during normal operations a certainpush-buttonmustbepushed300times peryear,and3timesthewrongbuttonis pushed,thentheHEPis3/300,or0.01.TypicallyHEPsareintherangefrom1.0for verycomplextasksundersevereandstressful conditionsandtimepressure,to0.0001fora well-trainedcrewwithexcellentinterface, training and procedure, etc. Twotechniques,AbsoluteProbability J udgement(APJ )andtheSuccessLikelihood IndexMethod(SLIM)mustmakeuseofthe knowledge and experience of those familiar with tasksunderanalysistoassisttheestimationof HEPs. FABIG Technical Note 915 Thebasicassumption,whichshouldbe consideredonacase-by-casebasis,isthatthe experts will have an experienced-based feel for how often the errors are likely to occur.APJis a group approach which is fairly unstructured, and usually the experts discuss each error in turn and theneitheragreeonanestimate,orelsemake theirownestimateswhicharethen mathematicallyaggregated.SLIMasksthe expertstoidentifythesignificantPSFforthe scenariosunderinvestigationand,having weightedtheseinimportance,theinfluenceof eachPSFonsuccesslikelihoodisestimated.These estimates are then calibrated using two or morerealhumanerrordatapoints(fromthe limitedhumanerrordatabasethatexists)to derivenewHEPsfortheerrorsbeing considered.Bothmethodsareresource-intensive,butare particularlyusefulfornon-standarderror types, e.g. APJfor rule violations and SLIM for cognitive errors (misdiagnosis or mistakes).TheHumanErrorAssessmentandReduction Technique(HEART)hasalimiteddatabaseof generic HEPs, which can then be modified by PSFconsiderations(eachofwhichhadits definedownmaximumeffectontheHEP equivalenttotheweightingusedinSLIM),to generateHEPs.TheTechniqueforHuman Error Rate Prediction (THERP) makes less use ofPSFs,buthasamoreextensivedatabase.THERPsdatabasewasdevelopedbasedon NuclearPowerPlantoperators,whoaregiven farmoretraining,procedural,andinterface support than is found in most offshore situations.HenceTHERPsapplicabilitytotheoffshore situationismostoftenjustifiedbyusingthe higher(morepessimistic)valuesforindividual HEPs in the THERP database when being used in offshore/petrochemical assessments. HEARTandTHERPgenerallyrequireless resources than SLIM and APJ , and so are used moreroutinelyinassessments.HEARTand SLIMareparticularlyusefulifitislikelythat error reduction is to be carried out, as they both offer a means to prioritise such error reduction measures, based on PSF considerations. 5.1.5Link Analysis Theobjectiveoflinkanalysisistohelp determinetheoptimallayoutofworkplaces, equipment and workstations.The technique can equally be applied to the layout of controls and displaysonaconsole,orthelayoutof workstations in a control room. Allsystemcomponentsareidentifiedanda diagramisdrawnshowingthevariouslinks between these components, including functional, visual,auditoryandphysicallinks,taking accountoftheworkprocess,frequencyofuse and importance. This is used to ensure that the most frequently useditemsareconvenientlyplacedanditems whichareusedinasequencearearranged logically. References: Kantowitz,B.H.andSorkin,R.D.Human Factors: UnderstandingKirwan, B. and Ainsworth L.K.A Guide to Task Analysis, London; Information Required Listofallsystemcomponents,layoutof equipment, operational sequence, linkages. Links to other techniques HTA. General Description Linkanalysisisatechniquewhichisusedto definerelationshipsbetweenpeopleand components of the system. What constitutes a part of the system will depend upon the task, and could range from individual instruments to other operators or an overview display.The core of linkanalysisisarepresentationtechnique, providing the means to record and represent the nature,frequencyand/orimportanceoflinks withinasystem.However,itallowssome statistical analysis, usually using frequency data of the relationships between system components. The link analysis can be represented in a tabular form,orasalayoutdiagramwiththelinks superimposed over the layout of the equipment or control room, or as a schematic, with symbols representing the different components and lines representinglinks,butwithouttheschematic necessarily representing the geographical layout of the items. The number of links does not always reflect the importance of the links; e.g. the emergency stop 16FABIG Technical Note 9 buttonwouldnotbeexpectedtobeused frequently, but would deserve a primary location in the layout considerations for any workstation.The analyst must therefore interpret the results of a link analysis with a view of the functions of thevariouslinks,andnotmerelytheir frequency. 5.1.6Distributed Cognition DistributedCognitionisatechniquethat analyses in detail how distribution fails in both engineeringandoperatingprocesses.The analysis of failure of distribution works in two main ways: a)It helps organisations, teams or individuals toanticipatefailuresintheirown processes (e.g. mainly in project reviews). b)It helps them anticipate how users (of their product)willfailwhenoperatingtheir designsandhowengineeringfirmscan anticipate such failures. The technique assists users to identify which of theirpracticesarebasedonassumptions(their ownorothers)andadviseshowtheymaytest theirassumptionsbyapplyinganumberof categoriesandchallengingthebasisoftheir knowledge. Information required A description of the processes being undertaken identifying the knowledge bases routinely send to assist the decision making process.. Links to other techniques Link analysis, Human Error Analysis References: Busby J .S., Hughes E.J ., Sharp J .V., Strutt J .E., Terry E., 'Distributed Cognition and Human Factors Failures in Operating and Design Processes', Hazards XVI conference, UMIST,2001 General Description This technique is concerned with the distribution ofknowledgeutilisedbyorganisationsand human operators. It has been based on analyses ofaccidentsandflawsinassumedknowledge thathaveledtoaccidentsornearmisseshave been classified. The process involved is to create the business processbeingundertakenandidentifythe knowledge required to support that process. The applicationofthecategoriesofflawed assumptionsallowstheanalystandthe organisation to interrogate which are valid and which need further investigation. The technique can be used predictively and as an investigative tool. 5.2Developing approaches Human Factors tools and methods continue to be developedforbothspecialistpractitionersand non-experts.Somerecentdevelopmentsare discussed below.HumanFactorsIntegration,(HFI)HFIis thesystematicconsiderationofHF requirementsthroughoutthelifecycleofa system.Thisphilosophynowformsan integralpartofmilitarysystems procurement and is increasingly being used intransportation,particularlyaviationand rail.HFI covers six key areas, or domains: manpower,personnel,training,HF engineering,systemsafety,andhealth hazards.Thesecanvaryaccordingtothe areaofapplication.TheHFIprocess ensuresthateachofthesedomainsis embeddedwithinthedesignand procurement process to achieve the optimum integrationofthehumanwithallother aspects of the system. Shiftingemphasisfrommajorhazardsto WorkplaceErgonomicsThemain emphasisofHumanFactorsactivityin petrochemicalsandotherhighhazard industries in the past two decades has been focussedonthepreventionofmajor accidenthazards.Humanerrorand reliabilitystudieshaveformedpartofthe riskanalysessupportingthesafetycase submissions but such studies have often not includeddetailedergonomicdesigninput. However there has been a shift in emphasis, partly driven by the regulators, to consider workplaceergonomicfactorsingreater detail. Accidents and injuries due to manual handling,slipstripsandfalls,andworkin harshenvironments,remainasignificant source of lost time, particularly in offshore work.Thesourceoftheseaccidentsand injuriesoftenliesinpoorworkplace ergonomics.Greaterconsiderationisnow FABIG Technical Note 917 beinggiveninthedesignprocessof installationstoend-usertasks,including maintenanceoperations,takingaccountof thecapabilitiesandlimitationsofthe workers and requirements for access, layout andappropriatemechanisation.Thisis particularly important in regions where great environmentalextremescreateadditional constraintsontheabilitiesofthehuman operators. CADtoolsThesophisticationofCAD modellinghascontinuedtoimprove, allowinggreatermodellingofworkplaces and human interventions in earlier phases of design.Humanmannequinscanbe importedintoCADpackagestomodel physicalspacerequirements,accessand egress, lines of sight and even range of joint motions and force capabilities to ensure that the workplace can be designed to meet the needs of end-users. Emerging regulations - there is an increasing emphasisfromregulatorsonoccupational health issues (including stress and musculo-skeletaldisorders),andanincreasing requirement to show that such factors have beenadequatelycoveredinthedesignand operation of facilities.Human Factors and ergonomicstechniquesareplayingan increasing role in workplace and job design to help meet the developing standards. 5.3Integration of Human Factors tools and methodologies As noted in the first bullet point of section 5.2, oneofthekeyapproachespromotedbythis guidanceistointegratetheHFstudiesand practices listed in Table 1 into existing project documentsanddeliverables.Thelistin AppendixAdescribessomeofthekeyissues, theassociatedstakeholders,thekeyactivityto beundertakenandmannerinwhichHFcan assist the solution or completion of the activity. The final column shows the affected documents and activities. ItishopedthatthetabulationinAppendixA willassistthosenewtoHFassessmentto understand the benefits that HFcan bring, and suggestwheretheactionsmaybereportedor felt. Ineithercase,thetablesshouldassistprojects whenprovidinganauditabletrailofstudies undertakenandactionsimplemented.The documentsandactivitieslistedarethose undertakenwithinmostprojectsduringtheir normalprogressionandshouldprovidea familiar framework to project and development teams. 5.4Further Sources of Information This section lists some further useful sources of informationonhumanfactorsmethods, Standards and guidelines. TheUKHealth&SafetyExecutivehave published a number of research reports and guidancematerialonhumanfactors, particularlywithinthemajorhazards context.Much of this material is available ontheirwebsiteat www.hse.gov.uk/humanfactors/index.A list ofHFrelatedresearchreportsisgivenatwww.hse.gov.uk/research/subject/h/humanfactors One important report is the following: oResearchReport001,Human Factors Integration: Implementation intheonshoreandoffshore industries, HSE, 2002, ISBN 0 7176 2529X. Thefollowingtextbookgivesauseful summary of HF techniques and methods: oHumanFactorsforEngineers,Ed. Carl Sandom and Rogers S Harvey, TheInstitutionofElectrical Engineers,London,2004,ISBN0 86341 329 3. 18FABIG Technical Note 9 There are also some useful ISO standards which describetheprocessofintegratinghuman factors into the design process: ISO 6385Ergonomicprinciplesinthe design of work systems ISO 13407 Human-centreddesign processesforinteractive systemsISO 16982 Ergonomicsofhuman-system interaction FABIG Technical Note 919 GLOSSARY OF TERMS, ABBREVIATIONS AND ACRONYMS TERMS TermTermDefinitionDefinition 3D3-Dimensional Aerobic workMuscular work in which the foodstuffs are broken down to carbon dioxide and water in the presence of oxygen. Allocation of function The main aspect of man-machine system design, where the functions are allocated between the operator and the machine.Humans are generally better at decision making with flexibility for the unexpected.Machines are highly efficient computing, integration, and differentiation devices which are reliable and predictable. Anaerobic workMuscular work in which carbohydrates and sugars are broken down in the absence of oxygen.The accumulation of lactic acid as a waste product causes muscle fatigue AnthropometricsThe branch of ergonomics which deals with body measurements APJ Absolute Probability J udgement BiomechanicsThe analysis of the actions of bones and joints, interpreted in terms of complex systems of levers and motionsCADComputer Aided Drafting or Design CAPEXCApital EXpenditure Carpal Tunnel Syndrome (CTS) A special case of hand-wrist trauma caused by an increase of fluid pressure within the tight compartment of the tunnel, which results in compression of the median nerve.The first symptom is generally numbness and tingling in the distribution of the median nerve. CCRCentral Control Room Cognitive The processing of information or data by the brain CRTCathode Ray Tube as used in computers and televisionsCTD -Cumulative Trauma Disorder Term used in North America to describe work-related musculoskeletal disorders of the neck, shoulder and upper limb DFI ResumeDesign, Fabrication and Installation Resume (An as-built record index for the installation, as required by some standards bodies, e.g. Norsok, ISO) DISDraft ISO Standard DSEDisplay Screen Equipment any alphanumeric or graphic display screen, regardless of the display purpose involved Dynamic anthropometry Deals with compound measurements of the moving human being, e.g. reach and the angular ranges of various joints. Dynamic workWhere motion of the body, or a part of the body, accompanies muscular tension such as when lifting a load with the arms. FABIG Technical Note 9vii FABIG Human Factors Guide TermTermDefinitionDefinition EffectivenessAccuracy and completeness with which users achieve specified goals EfficiencyResources expended in relation to the accuracy and completeness with which users achieve goals EMGElectroMyoGraphy recording the electrical potentials produced by the different muscles as a means of measuring muscle activity ENVIDENVironmental hazard IDentification Epidemiology Medical science concerned with the awareness and distribution of disease in human populations ErgonomicsFrom the Greek: ergon =work; nomos =natural laws.The science of work: of the people who do it and the ways it is done; the tools and the equipment they use, the places they work in, and the psychosocial aspects of the working situation ErgonomistA practitioner in ergonomics.The role of understanding how people behave at work, how they interact with their environment and their machines at both physical and emotional levels, to create working environments that do not require more of the operator than the operator can reasonably give. EyestrainAlso known as visual fatigue.It is caused by the performance of demanding visual tasks for long periods commonly under unfavourable viewing conditions FABIGFire And Blast Information Group GFTGeneral Failure Types GUIGraphical User Interface the intention is to achieve optimum usability by utilising graphical feedback to the user HAVSHand Arm Vibration Syndrome. A disorder caused by the complex interaction of vibration from a hand held tool and force applied by the person to use the tool. HazardSomething with the potential to cause harm HAZIDHAZard IDentificationHAZOPHAZard and OPerability study HCIHuman Computer Interaction - The discipline concerned with the design, evaluation, and implementation of interactive computing systems for human use and with the study of major phenomena surrounding them HEAHuman Error Analysis HEARTHuman Error Assessment and Reduction Technique HEPSHuman Error Probabilities HF Human Factors Human Factors - The terms ergonomics and human factors can be interchangeable.Some define human factors as being more concerned with perceptual and cognitive processes and ergonomics being more about workplace and equipment design. HFEHuman Factors Engineering Can be used interchangeably with Human Factors viiiFABIG Technical Note 9 TermTermDefinitionDefinition HFIHuman Factors Integration Describes the Management discipline concerned with co-ordination across all disciplines related to the safe, cost effective functioning of people as parts of human - machine systems. HHHigh High HMIHuman Machine Interface HotspotProblem in the past with a specific area of a project HRAHuman Reliability Analysis HSEHealth, Safety and Environment or Health and Safety Executive (UK regulatory body) HTAHierarchical Task Analysis HCI, Human Computer Interface Where the human and the computer come into contact Human errorAn inappropriate or undesirable human decision or behaviour that reduces, or has the potential for reducing, effectiveness, safety, or system performance. Input deviceA device used to interact with a computer e.g. keyboard, mouse, pointing device ISOInternational Standards Organisation Isometric workWhen a muscle contracts but it remains the same length so that there is no resulting body movement.This type of muscular work requires energy to be expended. J ob enlargementThe process of making a job more complete by adding tasks that complement the abilities of the person J ob enrichmentVery similar to job enlargement but implying that the job becomes more fulfilling to the person J ob rotationA way of making a job more fulfilling by increasing its links with other jobs.Staff rotation between jobs requires people to be multi-skilled.LSHHLevel Switch High High LTILost Time Incident MMI, Man-Machine Interaction or Interface The communication between the user and the tools or machines that are being used Manual handlingTransferring of loads by hand or bodily force MSDMusculoSkeletal Disorder A disorder or dysfunction of the musculoskeletal system Normal working area The intersection of a horizontal plane, such as a table or bench, with the zone of convenient reach of a person defines what work study writers would call the maximum working area.Within this is a much smaller normal working area described by a comfortable sweeping movement of the upper limb, about the shoulder wit the elbow flexed to 90 or a little less NorsokNorwegian offshore standards body NSAPNon-Specific Arm Pain where a specific diagnosis cannot be attributed to the cause of the pain P&IDProcess and Instrumentation Diagram PercentilePercentage of a population having a specific body dimension up to a certain size (i.e. that size or smaller) FABIG Technical Note 9ix FABIG Human Factors Guide TermTermDefinitionDefinition PerceptionUsing the sense organs, including the brain, to gather information and to determine what action should be taken.The persons past experience, expectations, feelings, wishes, etc considerably influences this process. PPEPersonal Protective Equipment PSFsPerformance Shaping Factors, includes local and situational conditions, such as fatigue, lack of training, poor lighting, badly designed controls etc.These are known asPSHHPressure Switch High High PSV(s)Pressure Safety Valve(s) PTWPermit To Work QAQuality Assurance QRAQuantified or Quantitative Risk Assessment RSI, Repetitive Strain Injury Work-related musculoskeletal disorders, most commonly afflicting the neck, shoulder and upper limb Risk assessmentThe process of identifying the degree of risk present in a task or job.A pre-requisite to identifying preventative measures to control or reduce risk. SCISteel Construction Institute Skeletal muscleAn organ composed of striated muscle fibres, supported by connective tissue, and attached to a bone by a tendon.It is specialised for contraction allowing physical work to be carried out. SLIMSuccess Likelihood Index Method Static anthropometry Deals with simple dimensions of the stationary human being e.g. weight, stature, and the lengths, breadths, depths and circumferences of particular body structures Static muscle work Where muscles work to produce force without significantly changing the length of muscle fibres. Maintaining a posture or holding a load are examples of static muscle work.The muscles quickly fatigue under these conditions. STOPSafety Training Observation Programme. Stereotyped responses A set reaction of a person to an external stimulus; often occurring because of learned responses StrainThe effects of stress upon the person Stress In general terms, an undesirable condition, circumstance, task, or other factor that impinges upon the person. Task analysisAn analytical process that measures behaviour on a job against time to determines the physiological and psychological demands of the job on those carrying out the work TenosynovitisA general term for a repetitive-induced tendon injury involving the synovial sheath THERPTechnique for Human Error Rate Prediction ULDUpper Limb Disorders; a term often used to describe musculoskeletal disorders of the upper limbs UsabilityExtent to which a product can be used by specific users to achieve goals with effectiveness, efficiency and satisfaction in a specific context of use xFABIG Technical Note 9 TermTermDefinitionDefinition WRMSDWork Related MusculoSkeletal Disorders User-centredThe design approach that takes into consideration the differences between people in their characteristics and requirements WRULDWork Related Upper Limb Disorder ZCR, Zone of Convenient Reach The space in which an object may be reached conveniently, that is, without stretching or twisting etc.It is the series of arcs in the horizontal plane created by the movement of the extended upper limb measured from the shoulder to the fingertip. VDTVisual Display Terminal(s) VDUVisual Display Unit(s) Volume of oxygen used by a person, equates to energy expenditure. VO2WorkstationAn assembly at a workplace comprising work equipment used by the operator. Work systemSystem in which one or more workers and equipment act together to perform a task that is relevant to the functioning of the system (examples: process units as shown in P&IDs, PFD, facilities within an office environment, alternative customer services areas etc. FABIG Technical Note 9xi 20FABIG Technical Note 9 Appendix AAPPLICATION AND EFFECTS OF HUMAN FACTORS ON DEVELOPMENT STAKEHOLDERS THROUGHOUT THE PROJECT LIFECYCLE Contents of Appendix A: 1.Life Cycle Phase: Bidding for blocks/licenses 2.Life Cycle Phase: Exploration and Drilling 3.Life Cycle Phase: Feasibility Studies 4.Life Cycle Phase: Conceptual Design 5.Life Cycle Phase: Front End Engineering 6.Life Cycle Phase: Detail Design 7.Life Cycle Phase: Construction and Installation 8.Life Cycle Phase: Hook-up and Commissioning 9.Life Cycle Phase: Operation 10.Life Cycle Phase: Modifications, Maintenance and Repair 11.Life Cycle Phase: Decommissioning and Removal 12.Note on acceptance criteria for HF issues Life Cycle Phase: Bidding for blocks/licenses IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected Licensing authoritiesLicensing agreements Commitments to local labour Matching local culture & expectations Building a local skills base Leaving a training legacy Demonstrating commitment to safety, environment & corporate social responsibility Illustrating realistic productivity expectations Provide training to suitable locally skilled personnel Modify normal training to suit local skills and culture Planning On-site training Recruitment of local graduates National regulatorReviewing mix of national, international and company standards for compliance Matching local culture & expectations Demonstrating commitment to safety, environment & corporate social responsibility Review with national regulator understanding legal framework of local inspection teams Regulations and standards register Planning for regulatory approvals Regulations and compliance Area/regional government Establishing a local office As for licensing authorities Provide facilities to suit local culture & indigenous population, e.g. prayer rooms, vegetarian vs. meat cooking, choice of food, working language within office Logistics and facilities management Local services agreements Project management Seismic surveyorsReviewing mix of national Matching local culture & expectations Demonstrating commitment to safety, environment & corporate social responsibility Seismic analysts As above Appointing contractors Local agentsReviewing skills of local services Matching local culture & expectations Ensure project and office demands accommodate local customs where possible Office manuals/procedures Project management handbook FABIG Technical Note 921 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Outlining and setting basis for owners responsibilities Block licenseeReviewing mix of national, international and company standards for compliance Culture of negotiating Matching local culture & expectations Demonstrating commitment to safety, environment & corporate social responsibility Review with national regulator understanding legal framework of local inspection teams and compile preferred and acceptable standards Provide familiarisation courses for negotiation team Statement of requirements Planning and costing of project expenditure Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee Emergency services (e.g. coast guard or equivalent) As for licensing authorities and national regulatorMatching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility As for licensing authorities and national regulatorCo-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As for Emergency Services 22FABIG Technical Note 9 Life Cycle Phase: Exploration and Drilling IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected Licensing authoritiesLicensing agreements Commitments to local labour Matching local culture & expectations Building a local skills base Leaving a training legacy Demonstrating commitment to safety, environment & corporate social responsibility Illustrating realistic productivity expectations Provide training to suitable locally skilled personnel Modify normal training to suit local skills and culture Add local requirements to training packages for ex-pats Planning On-site training Recruitment of local graduates Review local requirements for training schemes National regulatorAs for Life Cycle phase -bidding etc. As aboveAs for Life Cycle phase -bidding etc. Area/regional government As for Life Cycle phase -bidding etc. As aboveAs for Life Cycle phase -bidding etc. Certification bodiesPre-qualifying certification bodies Matching company standards to certification rules Human factors requirements for exploration and drilling equipment Demonstrating commitment to safety, environment & corporate social responsibility Review and confirm internationally acceptable standards Confirm scope with certification bodies Certification plan Certification sub-contract placement Regulations and compliance Class SocietiesAs above, applied to marine vesselsAs above, applied to marine vessels As above for marine vessels Drilling contractorAs above, applied to drilling vessels/installationsReview and confirm internationally acceptable standards Confirm compliance with sub-contractors Certification plane Certification sub-contract placement Seismic surveyorsAs above for drilling contractor but with reference to surveying activities As for drilling contractor but with reference to surveying activities As for drilling contractor but with reference to surveying activities Appointing contractors Seismic analysts-- FABIG Technical Note 923 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Outlining and setting basis for owners responsibilities Block licenseeReviewing mix of national, international and company standards for compliance Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Illustrating realistic productivity expectations Review with national regulator understanding legal framework of local inspection teams and compile preferred and acceptable standards Statement of requirements with respect to drilling and seismic activities Outlining and setting basis for operators responsibilities Nominated duty holderAs for owner Monitoring local contractors where applicable (may be local support contractors e.g. food, travel etc.) As aboveAs for owner Develop monitoring systems for local custom and practice and provide support where necessary to achieve required standards Contract placement Emergency services (e.g. coast guard or equivalent) As for Life Cycle phase -bidding etc. Co-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As for Life Cycle phase -bidding etc. 24FABIG Technical Note 9 Life Cycle Phase: Feasibility Studies IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected Licensing authoritiesAs for Life Cycle phase -bidding etc. National regulatorAs for Life Cycle phase -bidding etc. Area/regional government As for Life Cycle phase -bidding etc. Regulations and compliance Certification/verification bodies Pre-qualifying certification/verification bodies Matching company standards to certification/verification rules Matching local culture & expectations Building a local skills base Human factors requirements for studies Demonstrating commitment to safety, environment & corporate social responsibility Review and confirm internationally acceptable standards Confirm scope with certification bodies Certification plan Certification sub-contract placement Appointing contractors Design contractor or Front-end consultant Define basic process from reservoir fluids Confirm location & orientation Estimate basic size (footprint) Estimate basic weight and organise lift vessels Determine suitable structure for support (or mooring if a vessel) Identify coarse import & export requirementsUse benchmark accommodation sizing (i.e. comparative platform types) Matching local culture & expectations (including proposed operating teams) Building a local skills base Human factors requirements for studies System Requirements Analysis Function analysis User Requirements Analysis Identify Users and Stakeholders Identify tasks and human interventions Basis of design Philosophy documents Safety philosophy Support philosophy Logistical requirements Reliability analyses Task analyses Accommodation basis of design Outlining and setting basis for owners responsibilities Block licenseeAs above, but applied to design studiesAgree and approve basis of design All basis of design documentation FABIG Technical Note 925 Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee Agree and approve process basis, task analyses and logistical support As for block licensee Emergency services (e.g. coast guard or equivalent)As for Life Cycle phase -bidding etc. Co-ordination with emergency respondersNational and neighbouring armed forces (used to assist emergencies) As for Life Cycle phase -bidding etc. 26FABIG Technical Note 9 Life Cycle Phase: Conceptual Design IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorBuilding a local skills base (including operating teams) Leaving a training legacy Demonstration of preliminary Human Factors analyses Demonstrating commitment to safety, environment & corporate social responsibility Collate justifiable HF demonstration documentation Safety case or safety planRegulations and compliance Certification/verification bodies As aboveAs aboveAs above Appointing contractors Design contractorConfirm process requirements and specification Fix orientation, footprint and location Reduce uncertainty on weight & therefore on structural requirements Confirm accommodation and survival craft sizes Identify long lead purchase time equipment and determine preliminary specifications for them Matching local culture & expectations (including proposed operating teams) Building a local skills base Human factors requirements for studies Human Factors specification Allocation of function Manpower planning numbers, job functions Task description/ synthesis Basis of design Philosophy documents Safety philosophy Support philosophy Logistical requirements Reliability analyses Equipment and design specifications Accommodation sizing specification and Escape, Evacuation and Rescue strategy document Long-lead planning & purchasing Outlining and setting basis for owners responsibilities Block licenseeAs above, but applied to design studiesAgree and approve basis of design All basis of design documentation FABIG Technical Note 927 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee Agree and approve process basis, task analyses and logistical support As for block licensee Emergency services (e.g. coast guard or equivalent) Interfaces for Emergency Response Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Involve local emergency services representatives with Emergency Preparedness Emergency Preparedness and Emergency Response plans Co-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs above 28FABIG Technical Note 9 Life Cycle Phase: Front End Engineering IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorDemonstration of preliminary Human Factors analyses Matching local culture & expectations Demonstrating commitment to safety, environment & corporate social responsibility Collate justifiable HF demonstration documentation Safety case or safety planRegulations and compliance Certification/verification bodies As aboveAs aboveAs above Appointing contractors Design contractorContinuation of Conceptual Design phaseContinuation of Conceptual Design phase Continuation of Conceptual Design phase Outlining and setting basis for owners responsibilities Block licenseeAs above, but applied to design studiesAgree and approve front-end design documentation All design documentation Confirm HF intent incorporated into design documents consider an HF audit Outlining and setting basis for operators responsibilities Nominated duty holderOperational aspects of design Matching local culture & expectations (including proposed operating teams) Building a local skills base Human factors requirements for studies Demonstrating commitment to safety, environment & corporate social responsibility Confirm real operational input to FEED studies As above Emergency services (e.g. coast guard or equivalent) As for Life Cycle Phase - conceptual designAs for Life Cycle Phase - conceptual design As for Life Cycle Phase - conceptual design Co-ordination with emergency respondersNational and neighbouring armed forces (used to assist emergencies) As for Life Cycle Phase - conceptual designAs for Life Cycle Phase - conceptual design As for Life Cycle Phase - conceptual design FABIG Technical Note 929 Life Cycle Phase: Detail Design IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorAs for Life Cycle Phase Front End Engineering Regulations and compliance Certification/verification bodies As for Life Cycle Phase Front End Engineering Design contractorTranslate process requirements into detailed specifications and purchase orders Specify fabrication arrangements Sub-contract accommodation unit and place purchase orders for any related safety equipment Set in motion, complete purchase and QA programmes and arrange systems for material delivery to site for building. Matching local culture & expectations (including proposed operating teams) Building a local skills base Human factors requirements for studies Equipment / Interface design Task design Workplace/workspace design Human error and reliability analysis Manpower planning job definitions, teams, organisational structure, skills and training needs Design of user manuals / training programme Purchase specifications Equipment and material specifications CAD model Isometrics Detailed reliability model Operating guides Appointing contractors Construction contractorConstruction safety Schedule Matching local culture & expectations (including proposed construction teams) Building a local skills base Human factors requirements for studies Review construction practices prior to placing contract Construction specification Construction contract 30FABIG Technical Note 9 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Outlining and setting basis for owners responsibilities Block licenseeApprove and review detail engineering design Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Agree and approve detail design documentation All design documentation Confirm HF intent incorporated into design documents consider an HF audit Outlining and setting basis for operators responsibilities Nominated duty holderOperational aspects of design As aboveConfirm real operational input to detail design As above Emergency services (e.g. coast guard or equivalent) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Carry out exercises, both desk top and practice drills Involve emergency services Emergency Preparedness and Emergency Response plans Co-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs aboveAs above FABIG Technical Note 931 Life Cycle Phase: Construction and Installation IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorSafe systems of workMatching local culture & expectations Building a local skills base (including construction teams) Demonstrating commitment to safety, environment & corporate social responsibility Appropriate auditing and benchmarking systems Audit reports LTI reports Regulations and compliance Certification/verification bodies Certification/classification of lifting equipment and vessels and support vessels Matching local culture & expectations Building a local skills base (including specialist construction contractors) Demonstrating commitment to safety, environment & corporate social responsibility Equipment and suppliers to be appointed according to accepted standards Certification and classification records to indicate achieved standards Purchase orders and associated specifications Supplier submitted documents Certification and classification submissions Design contractorProvide support to design queries as required Building a local skills base Leaving a training legacy Institute interface monitoring systems Punch-lists, change orders and Safety & health monitoring systems Appointing contractors Construction contractorBuild main steelwork in-situ, addlargermodulesand equipment packages (having arrangeddelivery).Thisis theareawherethelargest numbersofpersonnelare employed. Building a local skills base Leavingatraining legacy Mock-up / prototyping User trials / fitting trials Initiateoperatorwalk-rounds for pre- and post- construction models Ensureoperationsinput toallchangesinitiated byconstruction requirements. 3D CAD drawings & model Review HF goals against as-built status Operating guidelines Change system approvals 32FABIG Technical Note 9 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Transportation contractor (land, sea or air) Transport requirements and interfaces As aboveEnsure HF review of contractors practices and procedures Transport specification Performance measures Outlining and setting basis for owners responsibilities Block licenseeAllocate construction contract & set in place progress monitoring arrangements for HF issues As aboveAs aboveConstruction specification Performance measures Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee As for block licensee Emergency services (e.g. coast guard or equivalent) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Emergency planning based on testing realistic scenarios Emergency Preparedness PlansCo-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs aboveAs above FABIG Technical Note 933 Life Cycle Phase: Hook-up and Commissioning IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorSafe systems of workMatching local culture & expectations Building a local skills base (including HUC teams) Demonstrating commitment to safety, environment & corporate social responsibility Appropriate auditing and benchmarking systems Audit reports LTI reports Regulations and compliance Certification/verification bodies Certification/classification of temporary equipment and support vessels Matching local culture & expectations (including local vessel hire companies) Building a local skills base (including construction teams) Demonstrating commitment to safety, environment & corporate social responsibility Equipment and suppliers to be appointed according to accepted standards Certification and classification records to indicate achieved standards Purchase orders and associated specifications Supplier submitted documents Certification and classification submissionsAppointing contractors HUC contractorProvision of support to commissioning Set in motion, complete purchase and QA programmes and arrange systems for monitoring services supplied. Matching local culture & expectations Building a local skills base (including HUC teams and contractors) Equipment / Interface scheduling Human error and reliability analysis Manpower planning job definitions, teams, organisational structure, skills and training needs Hook-up & commissioning schedules 34FABIG Technical Note 9 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Installation contractorOrganise all sub-contractors arriving on site with test equipment while finishing touches to construction are being carried out Matching local culture & expectations Building a local skills base (including installation teams and contractors) Interface planning Task analyses As above J oint commissioning teamArrange testing & commissioning programmes Arrange all appropriate testing / commissioning agreements so that they either interface or are completely separated as required Matching local culture & expectations Building a local skills base Ergonomic design evaluation Risk assessment / compliance certification User training As above Transportation contractor (land, sea or air) Transport requirements and interfaces Matching local culture & expectations Building a local skills base Ensure HF review of contractors practices and procedures Transport specification Performance measures Outlining and setting basis for owners responsibilities Block licenseeAllocate commissioning contract & set in place progress monitoring arrangements for HF issues Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Ensure HF review of contractors practices and procedures Commissioning specification & schedule Performance measures Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee As aboveAs for block licensee FABIG Technical Note 935 HF support to best IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected practice solution Emergency services (e.g. coast guard or equivalent) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Emergency planning based on testing realistic scenarios Emergency Preparedness PlansCo-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs aboveAs above 36FABIG Technical Note 9 Life Cycle Phase: Operation IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected National regulatorSafe systems of work Safety case submissions Matching local culture & expectations Building a local skills base Leaving a training legacy Demonstrating commitment to safety, environment & corporate social responsibility Appropriate auditing and benchmarking systems Ensure that all operating personnel see the safety case as their documentAudit reports LTI reports Safety case & associated training packages Regulations and compliance Certification/ verification bodies Certification/classification of purchased equipment and support vessels or other equipment Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Equipment and suppliers to be appointed according to accepted standards Certification and classification records to indicate achieved standards Purchase orders and associated specifications Supplier submitted documents Certification and classification submissions FABIG Technical Note 937 HF support to best practice IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected solution Maintenance & repair contractors Run steady state operations Trainforemergencysituations and process upsets Runregulartrainingfor maintenanceteamsaswellas safetyteams Organiseinterfacesfor subcontractors to come on board fortheirregularinputto platform wellbeing Plan shutdowns Organiseupdatesforpersonnel on board Monitoring&supervisionof performanceofkeyitemsof equipment on board (both safety and production) Matching local culture & expectations Building a local skills base Post-design evaluation Feedbacktodesigners(These generally do not happen) Appointspecialistsub-contractor liaison officer from ops team J ob progress reports Contractor performance appraisals Training feedback forms Regular platform management reports Air services contractorTransport services for ops teamMatching local culture & expectations Building a local skills base Institute crew & passenger feedback on service Air services contract and performance appraisal Marine support contractors Transport services for equipment and supplies for ops team As aboveInstitute feedback collection from marine crew & platform handling crew on service Marine services contract and performance appraisal Crane team performance appraisal Appointing contractors Drilling & downhole support contractor Downhole services for ops teamAs aboveInstitute feedback collection from downhole team & platform wells team on service and interfaces between teams Downhole services contract and performance appraisal 38FABIG Technical Note 9 HF support to best practice IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected solution Outlining and setting basis for owners responsibilities Block licenseeSet in place progress monitoring arrangements for HF issues for shift teams and support crews Matching local culture & expectations Building a local skills base Leaving a training legacy (including operations teams) Ensure HF review of operators, contractors and other support teams practices and procedures Management progress reports Contractors and other teams appraisal reports Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee As aboveAs for block licensee Emergency services (e.g. coast guard or equivalent) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Emergency planning based on testing realistic scenarios Emergency Preparedness PlansCo-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs aboveAs above FABIG Technical Note 939 Life Cycle Phase: Modifications, Maintenance and Repair IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected Regulations and compliance National regulatorSafe systems of work Maintenance of safety case Matching local culture & expectations Building a local skills base Leaving a training legacy Demonstrating commitment to safety, environment & corporate social responsibility Appropriate auditing and benchmarking systems Ensure that all operating personnel see the safety case as their documentAudit reports LTI reports Safety case & associated training packages Maintenance & repair Air services Marine support Appointing contractors Drilling & downhole support Outlining and setting basis for owners responsibilities Block licensee Outlining and setting basis for operators responsibilities Nominated duty holder As for Life Cycle Phase - operation As for Life Cycle Phase - operation As for Life Cycle Phase - operation As for Life Cycle Phase - operation Emergency services (e.g. coast guard or equivalent) As for Life Cycle Phase - operation As for Life Cycle Phase - operation As for Life Cycle Phase - operation As for Life Cycle Phase - operation Co-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) As aboveAs aboveAs aboveAs above 40FABIG Technical Note 9 Life Cycle Phase: Decommissioning and Removal IssuesStakeholdersActivities undertakenHF aspects HF support to best practice solution Documents/activities affected Regulations and compliance National regulatorSafe systems of work Safety case for removal submissions Matching local culture & expectations Building a local skills base Leaving a training legacy Demonstrating commitment to safety, environment & corporate social responsibility Appropriate auditing and benchmarking systems Ensure that all involved personnel see the safety case as their documentAudit reports LTI reports Safety case & associated training packages Design contractorDesign dossiers used to assess safe loads and working limits Matching local culture & expectations Building a local skills base Ensure information retrieval an analysis carried out by appropriately skilled team and carry out hazard reviews to check potential excursions in loading (during removal) and possible structural anomalies found within structure to be removed DFI Resume and other design dossiers HAZIDs/ENVIDs etc. Task Analyses De-Construction/Lift contractor Trainforemergency situationsandprocess upsets Runregulartrainingand updatesfor de-construction&lift teamsaswellassafety teams Matching local culture & expectations Buildingalocalskills base Leaving a training legacy Post-design evaluation Feedbackfromdesigners Appointspecialistsub-contractorliaisonofficer fromdecommissioning& removal team J ob progress reports Contractor performance appraisals Training feedback forms Transportation contractor As for De-Construction /Liftcontractor Also consider weather conditions for HF effects (sea-sickness etc.) for all vessel loading conditionsMatching local culture & expectations Building a local skills base Leaving a training legacy As for De-Construction /Liftcontractor Review vessel behaviour with the specialist transport contractor and incorporate flexible weather windows into programme As for De-Construction /Liftcontractor De-construction and removal programme and plan Appointing contractors Air services contractorAs for De-Construction /Lift contractor FABIG Technical Note 941 HF support to best practice IssuesStakeholdersActivities undertakenHF aspectsDocuments/activities affected solution Marine support contractors As for De-Construction /Lift contractor Outlining and setting basis for owners responsibilities Block licenseeSet in place progress monitoring arrangements for HF issues for shift teams and support crews across all involved sub-contractors Matching local culture & expectations Building a local skills base Leaving a training legacy (including support for sub-contractors) Demonstrating commitment to safety, environment & corporate social responsibility Ensure HF review of operators, contractors and other support teams practices and procedures Management progress reports Contractors and other teams appraisal reports Outlining and setting basis for operators responsibilities Nominated duty holderAs for block licensee As aboveAs for block licensee Emergency services (e.g. coast guard or equivalent) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Demonstrating commitment to safety, environment & corporate social responsibility Emergency planning based on testing realistic scenarios Emergency Preparedness PlansCo-ordination with emergency responders National and neighbouring armed forces (used to assist emergencies) Preparations for emergency drills and procedures Matching local culture & expectations Building a local skills base Emergency planning based on testing realistic scenarios Emergency Preparedness Plans 42FABIG Technical Note 9 FABIG Technical Note 943 Note on acceptance criteria For the issues in the preceding tables, and especially in terms of monitoring the HF aspects, each element of HF support can be assigned acceptance criteria. These can be allocated a pass or fail threshold level.For example, acceptance criteria that can be classified as either yes or no, can be defined in terms of: Has the initial target audience description been completed? Has project HF awareness training been completed? Have the early HF analyses been completed? Have the relevant design specifications been included in Requests For Quotations (RFQ) by Vendors? Has the manual material handling review been completed? Has the critical valve analysis been completed? Has the alarm philosophy been defined?. Has the human machine interface been designed? Have all human machine interfaces been identified? Have manning and workload levels been defined? Has the training programme been completed and delivered adequate numbers of trainees? Has the review of project documentation (i.e. job aids, manuals, procedures) been completed? These criteria could be used by a project gatekeeper to ensure that the necessary HF work is completed before approval is given to a project team to move on to the next phase in the project life cycle. FABIG Technical Note 945 Appendix BADDITIONAL HUMAN FACTOR RELATED GUIDEWORDS TO BE USED IN HAZOP/HAZID TYPE REVIEWS The following tables of guidewords have been split into 2 sets: 1.Set 1, comprises Performance Factors, and these guidewords are intended to prompt discussion of the context in which tasks are carried out. Because Performance Factors are generic, some implications with respect to fire and explosion hazards have been noted in the final column. 2.Set 2, comprises notes of specific tasks, which are intermittently carried out and not always given due consideration by design teams. These guidewords are intended to prompt discussion of how these specific tasks are carried out and what facilities may be required. Performance factor related guidewords. GuidewordsIntent Example Deviations Potential Causes Example Consequences Possible SafeguardsIllustrative Actions Fire and/or explosion implications Working Environment Consideration of issues identified in Norsok S-002, considerations of heat, cold, lighting, noise, vibration, ergonomics, chemicals, odours, vapours, electromagnetic fields and radioactive sources. Includes associated difficulties of tasks with protective clothing. Working in very cold environmentsClothing required for working in very cold climates reduces manual dexterity for more delicate maintenance tasks Maintenance tasks unable to be carried out whilst dressed in extreme cold weather clothing Provision of heated temporary shelters around areas requiring maintenance Review dexterity required for maintenance tasks and identify those able to be carried out with cold weather clothing and those requiring a shelter Equipmentnotreplaced properlyafter maintenance Increasedlikelihoodof leaks Detectors&other barriersmaybe inoperable Access & reach (Physical ergonomics) Re-emphasising many issues under Working Environment but with more engineering emphasis on ergonomics aspects, such as reaching, lifting, twisting turning, torque values, access, heights, stairways, platforms. Access to manual valves Excessive reach on smaller hand valves required for process control Operators unable to apply adequate torque to valves when required due to valves being positioned at arms length Provide temporary levers to increase torque applied (note may allow operators to over-tighten valves)Relocate valves within easier reach of operators access position Valves may not be fully closed prior to isolation Detectors & sensors may notbereachableforre-calibration Injury (even minor) may interruptmaintenance and repair activities Hot & cold surfaces Concerns eliminating from the design, the access points to very hot or very cold surfaces that are liable to cause injury if touched with unprotected flesh.Exposed exhausts Access ways past exhaust pipes or ductwork Potential for serious burns to operators Relocate access way or preferably provide personnel protection on all hot surfaces Review surface temperatures of Pipework, ductwork and equipment to identify areas where personnel would be at riskCommunicationsInformation transfer between teams, shifts, plants exporting to or importing from others, communications to a connected platform, valve or pumping station etc. Issues concerning the clear expectation of what should be known compared with what is known and what the priorities should be when communications fail. Ambiguous or missing instrument tags Operator misreads tag and activates (de-activates) wrong instrument Instrument over-rides enabled erroneously Clear tagging and labelling of all instruments Ensure that all similar instrumentation are not located next to each other, provide a clear demarcation Isolationstatusof equipmentnot communicatedto follow on teams Electricalisolationnot fullyinplacecausing ignition sources HierarchiesIssues concerning the definition ofArea controls Shift change orCentral controlPTW systemProvide systems with local As above 46FABIG Technical Note 9 ExamplePotentialExampleFire and/or explosion implications GuidewordsIntentPossible SafeguardsIllustrative Actions DeviationsCausesConsequences control hierarchies, e.g. a crew taking control of an unmanned platform, shutdown levels having clear priorities between connected plants, shut down hierarchies in the event of a loss of communications. intervention team arrives to take control of a process area prior to maintenance team routes hydrocarbons to a dismantled system control so that visiting team lock off the system undergoing work InterfacesEmphases on communications and hierarchies when a different company, operating unit, life cycle phase is functioning, this guideword often used to emphasise the management issues relating to simultaneous working. LanguageMain spoken language at central control room is not first language of operators in satellite or remote stations Instruction or advice not understood due to ambiguities in language Common plant languageReview training courses to ensure that a minimum competency in the operating language is achieved by all necessary staff. Note, review which staff are required to obey these instructions, e.g. cleaners and gardeners are still required to obey No Smoking signs in certain areas. As above, plus Informationonstatus andconditionofsafety barriersnot communicatedbetween keyteams(including design intent) Detectorsmaybe disabled Wrongfirefighting equipmentmaybe bought etc. ControlDeals with issues relating to operating teams taking control in the way that hierarchies deal with shutdown systems taking control, i.e. when does the reception plant have the ability to shut down the exporting plants at source? Shutdown hierarchies One component of a distributed system is shut-down, e.g. the reception terminal receiving fluids from an offshore platform is shut-down for repair Export pipeline continues to be pressurised whilst platform continues to produce Pipeline shut-down system Any pressure trips still active on reception facilities Ensure that the dynamics of production/reception imbalances are made clear to operators so that they do not undertake over-ambitious repair or maintenance programmes. The operating team should be able to decide when to rely on the remaining active shut-down systems or to institute a complete shut-down. Potentialforflammable liquidstoberoutedto otherplantsor equipmentnotreadyto receiveflammable liquids Increasedlikelihoodof errors leading to loss of containment SimultaneousCovers the physical issues related toRoad trafficConstructionCrew drivingDemarcation of areasConsider planning of activities Potentialtointroduce FABIG Technical Note 947 ExamplePotentialExampleFire and/or explosion implications GuidewordsIntentPossible SafeguardsIllustrative Actions DeviationsCausesConsequences simultaneous working, such as lifts over pressurised equipment, increased road, sea or air traffic, effects of an increased workforce for example during construction; also covers the increased demands on equipment during simultaneous working, increased flare loads, transient process flows possibly yielding excessive fire loads etc. crews use short-cuts when driving from one part of thesite to another through short-cut unwittingly may drive through classified hazardous areas of existing plant Tool box talks for construction crews from the ground up, provide clear routes for crews to take and ensure that these are designated for their use, dedicated if possible. ignitionsourcesto flammable atmospheres Mayincreaselikelihood of loss of containment TemporaryDiscusses the loads and interfaces specific to the location and use of temporary equipment, additional tasks, areas being cluttered, areas being classified as hazardous, effects of temporary equipment such as power generation, air compressors and other utilities. Other temporary equipment such as separators and drilling equipment should also be considered. Power generation Temporary crew bring small generator with them to supply additional power for their needs Temporary generator unable to run in certain areas or at certain times Choice of suitable generator Consider additional needs of temporary crews, where they might need to be located and what facilities they will require Crew may not be aware of pressure limitations of temporaryequipment leadingtoincreased likelihoodoflossof containment Thepotentialfor ignitionsourcesfrom temporaryequipment maynotbefully understood Isolationstatusof equipmentnot understoodon unfamiliar equipment HandoverGenerally covers handover between life cycle phases and shifts, may cover handover from/to specialist sub-contractors (e.g. hydrostatic pressure testing), what checks, steps, reviews and close-out is required to handover safely (this is a sub-set of communications). Sub-contractorsSub-contractor unable to implement originally planned test programme and has to modify Potential over-pressuring of pipework under test Rigorous implementation of change monitoring systems Previews of test programmes Carry out task analyses based on sub-contractors programmes to identify flaws before they become evident Isolationstatusof equipmentnot communicatedto follow on teams Electricalisolationnot fullyinplacecausing ignition sources OperationalCovers the limits and ranges (usually dynamic) of actual operation, are the RangesFor reasonably foreseeable Frequent shut-downs from Consider additional HH trips if there are Review process simulations and consider time required for 1.Crew maynotbeawareof 48FABIG Technical Note 9 ExamplePotentialExampleFire and/or explosion implications GuidewordsIntentPossible SafeguardsIllustrative Actions DeviationsCausesConsequences dynamicsdifferences between settings (of PSHHs and PSVs, say) too tight to be effective, e.g. can the level in a separator be effectively controlled by an operator who may be 0.5 km from a valve that may need shutting when the alarm sounds? process upsets, the time taken to move from normal operating level in vessel to High Level is very short reaching LSHH in vessel no hazardous circumstances operators to understand the impact of the process upset pressurelimitations duringunfamiliar process dynamics Theisolationstatusof equipmentduring irre