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Joanne Knight-Smith
HFESA Conference, Perth, 26 November 2018
Human Factors in control room re-design – a case study from a human factors consultant and occupational therapist
Joanne Knight-Smith, MA, MA, BSc.
• MA in Ergonomics (Human Factors), University of Derby 2015
• MA in Occupational Therapy (2007), Curtin University
• BSc in Health Promotion, Curtin University
• Work history• Hospital
• Vocational rehabilitation
• Industrial ergonomics
• Human Factors Engineering
• Human Factors
• Human Factors consulting HF Integration• Oil and Gas
• Mining
• Rail (public and private)
• Construction
PEO model Human factors model
“The many faces of Human Factors and Ergonomics”
Individual
OrganisationJob / tasks
Occupational performance
Human performance
Control room re-designA case study
The scope of work
“Apply human factors and ergonomics principles to examine the tasks and communications between two operators to re-design their current workspace with an ergonomic and highly functional layout”
Methodology
RSSB 2008
Involve operators, project management and
supervisors in design decisions
Identify existing equipment limitations
Optimise the interaction between
operators and the systems
Identify performance influencing factors affecting the tasks
Understand the interaction between
operators and the systems
Optimise the current workspace
based on task requirements
The process
Analyse relevant documentation
Gap analysis
Observations
Task and link analysis
Concept designs
Final design and recommendations
Operator A
Operator B
Operator tasks
Respond to alarms
Organise maintenance activities with contractors
Monitor status of equipment
Isolate and de-energise areas for maintenance
Communicate with operators when conducting activity
Coordinate maintenance and fault activities for equipment (e.g. fire and gas)
Preparation for maintenance
Planning
Normal operations• Both roles operate differently, yet use most of
the same systems for different purposes
• Many nuisance alarms that are distracting and can lead to muting the alarms
• Roles and responsibilities unclear resulting in task inefficiencies and increased reaction time to alarms
• Communication between the two roles is difficult due to the current layout
Main observations
Incident management• Distracting and noisy during an incident
• Communication difficulties between operators and members of the incident management team
• Incident manager is isolated in the corner of the control room
Main observations
Equipment / Systems
Task
A S
CA
DA
B SC
AD
A
Alarm
s
IT services
Ph
on
e
Tracking m
ovem
ent
A A
larms
B alarm
s
CC
TV
RA
DIO
Pap
er based
form
s
Pap
er-based
log b
oo
k
Monitor status of equipment x
Monitor alarms x x x
Respond to A equipment alarms x x x x x
Respond to A equipment alarms x x x x
Respond to A alarms x x x x x x
Respond to B faults x x x x x x
Respond to specific A alarms x x x x x
Respond to comms alarms x x x
Coordinate maintenance activity x x x x x x
Answer phone calls from contractors x x x
Update work log x x
Update fault reporting x x
Respond to emails x
Respond to contractor phone calls x x
Validate contractor location x
Monitor radio use x
Work planning x x x
Conduct work order x x x
Validate work order x x
Respond to an incident x x x x x x
Monitor specific CCTV feed x
• Identified frequently used systems that required critical monitoring
• Determines screen layout
Link analysis
Performance influencing factors
Individual factors Job factors Organisational factors
Work underload System interface Communication
Distraction and interruptions Communication with other team members
Roles and responsibilities
Working environment Team working / coordination
Divided attention
In combination these all increase the likelihood of error
Pros
Shared workstation
Open communication
Team decision making during incident
Sharing of screens
Allows for meetings
Concept 1
Cons
Noise distraction
Smartboard glare
Removal of spare screens
Reduced view of the control room
Concept 2
Pros
Improved view of control room
Improved communication with control room
Additional desk room
Cons
Incident manager facing away from control room
Smartboard glare
Concept 3
Pros
Separation between the two roles reducing distraction yet allowing team work
Encourages team communication during and incident
Allows for meetings and adhoc discussions
Cons
Unable to share systems
Incident manager distraction to operators
Less situational awareness of the control room
Concept 4
Pros
Minimal disruption to infrastructure
Open communication
Improved situational awareness and interaction with control room
Cons
Distractions
Incident manager has reduced situational awareness of the control room
Reduced screens due to space constraints
Reduced view of the control room
Recommendations for Concept 4
Working towards a collaborative team environment
• Investigate whether incident management systems (eg: CCTV) can be shared to coordinate responses
• Clearly define roles and shared responsibilities of the two role
• Develop training to upskill the two roles to share tasks during normal operations and during an incident
• Combine alarms to coordinate responses
Relocation of the Incident Manager to an alternative location in the control room
• ‘operators should not be distracted by activities in the emergency control centre. In case of major incidents, a separate facility, generally fitted with special communication equipment, might be necessary’ (CRIOP)
• Identify a suitable location within the control room that encourages a collaborative response to incidents without distracting individual operators
Final thoughts
A human factors systematic approach is required for complex systems
Individual
OrganisationJob / tasks
Questions
• Understanding Human Factors: a guide for the railway industry – RSSB, 2008
• A Scenario method for Crisis Intervention and Operability Analysis - The Crisis Intervention in Offshore Production (CRIOP) Report; SINTEF Technology and Society, 2008
