Minimum Health Management Standards

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Orivuw Weds Oaengewed Grandad #4 - Human Factors Engineering in New Projects 9 Human Factors M La Engineering in New 

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ی * Minimum Health Management Standards (MHMS) * Introduction to Human Factors Engineering (HFE) ¢ Why HFE & Benefits * Definition of Standard * Achievement Criteria * Tools & Techniques ٠ Competences Required 8 Are you compliant? 5 ‏رس نارق‎ ney 

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OWOG * Seven Minimum Health Management Standards (MHMS) have been developed to set down the minimum requirements for the management of health and Human Factors Engineering in companies where Shell has operational control * Approved by the Group HSE Advisers Panel and HSE Council * Discussed and agreed with the Executive Committees of the major Businesses ٠ CMD has endorsed and issued them in July 2001 * Shell Businesses are expected to implement them fully by the end of 2003 * Progress will be monitored via the HSE Annual «etter Human Factors = Engineering in New هو با وا 

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OWOG Formalise existing guidance - nothing really new Set down the minimum requirements for the management of Health in companies where Shell has operational control Compliance with national statutory requirements is mandatory for all aspects of health management. Currently accepted scientific knowledge should be applied in interpreting MHMSs Guidance documents listed in the attachment provide advice on good practice. Where a guidance document is referred to specifically, then it forms a part of that standard. Other documents provide more general guidance on good practice which, i esome cases (Such as those, Qublished by the O Mav be More Spéeciffestecere rtm Group Businesses. 

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OLOG There are seven MHMS Health Risk Assessment Monitoring of Health Performance and Incident Reporting and Investigation Focu 5 Product Stewardship Fitness to Work Local Health Facilities and Medical Emergency Response 9 Human Factors M Engineering in New 

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Wee Pastors Guayceeriay Human Factors Engineering (HFE) is a multidisciplinary field that considers the integrated knowledge of human capabilities, limitations and needs in the interaction between humans, technology and the working environment. - HFE Yellow Guide 2002 Human Factors Engineering in New 6 

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Obevives oF LEG ۰ To increase safety, comfort and performance within working environment * To prevent human errors/limit the consequences (reliability) * To enhance productivity by optimising human efforts (efficiency) * To improve usability of a system (productivity) * To incorporate user knowledge in the design of the system/product to satisfy the needs of the operating population (acceptability, marketability) Human Factors Engineering in New 

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Human Machine Interaction Human Factors Engineering in New A 

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anew Quchiee ‏مات هه‎ Physical Environment Organisational Structure (lighting, noise, thermal) job design, communication, task Individual Constramts (age, size, training, skills, competence) Sensory Information Response Execution Displays Controls 3 Ns. Output | Machine | 

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Oh Prevtice LCG? Business Case Conclusion pre start-up safety review Hycon (1988) “It has to be concluded that during engineering stage the opportunity could have been further exploited to optimise the design without increasing CAPEX in many cases. This refers particularly to the fields of operability, accessibility and maintainability.” Human Factors Mi Engineering in New 

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OW @rovtce WRC? Lessons learned RAYONG project (1996) “Basic concept not an operationally friendly machine” DCS system * DCS graphics were designed by main contractor with minor input of Operations at an early stage * too much information on screens * to go through 5 screens to get to an alarm * far too complex which complicates start up * alarms poorly specified 9 of panel men loosing confidence in system! © Human Factors Engineering in New 

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Okv Pravice WREG?- Dot just ۰ ‏شم‎ Project management issues * > 60 % of bottlenecks identified during D & E Model review sessions are related to poor Operability and Maintainability * Redesign effort first 2 years after start up often related to solve operational and maintenance misfits as a result of insufficient input during Conceptual design Human Factors M Engineering in New 

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۱۷۱۷۳۷ ۳۲۵6۲۱6۵ ۱۴6۶ Conclusions of ‘World Class’ Projects study Performance World Class 1 People/Org 1 2 Information 3 3 Software HOS expectation-worldciass 3 pomware | ‏ص وه‎ 7 Image 1 Hardware 2 Software 3 Information 4 People/Org ~<—— CSU - first vear(s) of overation > t 6 Human Factors Engineering in New 

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۱۷۱۷۳۷ ۳۲۵6۲۱6۵ ۱۴6۶ Literature “Development HSE improvements in hardware design” Number of \Technical measures accidents, ere dominant incidents Process safety measures ereidominant Human factors interface measures will become dominant Past ‏لل‎ Present —————» __ Future 5 Human Factors wan, Engineering in New 

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Drerdtiocdd Oeste Process No balanced input of Process criteria versus Operations (Ops.) and Maintenance (M) criteria during conceptual design ¢ Limited input in conceptual design of future Ops./M. tasks * Insufficient & ineffective input of “work floor” experience * Insufficient knowledge of EC re. OPS requirements HMI specifications are in. icient ; no ‘risk driven’ مک ملعتل» ۵ 9 ‎ste‏ او Increase of project & life cycle costs a9 Human Factors M Engineering in New 

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)2۳ oP LAG Benefit areas Usability & HF Engineering Operability [Health ۱۳ Shareholders Safety & Maintenance 7 Society Clients Environment Efficiency < Uabour turnover ‏و سا‎ Reliability legislation J 5 00006 wed, Engineering in New 

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5» oP WAC Economic benefits Based on historical data (reviews/audits/PIR reports) and client feedback reports * Reduction CAPEX 0.25% - 5% * Reduction engineering hrs. 1%-10% * Reduction re work: 1%-5% less rework, less late changes * Reduction project duration time up to 40 %* *reduced approval cycles © Redustian.Apin MadiaiananGa-cdhQQ story ofticeButtdlig Hayper 67 9 Human Factors M Engineering in New 

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Retocde Por MAE ta TT Cwirvavedt ‘actors driving repeat visits to web sites (% reason) 75 High quality content ‏هه‎ 58 Down load speed 54 Frequently up dated 14 Coupons and incentives 13 Favourite brands 12 Cutting edge technologies 11 Purchasing capabilities 10 Customised content 10 Chat and bulletin boards 6 Other 7 Source: Forrester research 1999 Human Factors M Engineering in New 

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Improvement HSE/working conditions (H) * Improvement commitment end users (H) * Improvement of client “buy in” (H) * Improvement functional design; (H) * versus gold plated design * Improvement competence of project team (VH) re. Operational and maintenance requirements * Improvement communication Owner / Project team & EPC contractor (H) () impact ranking on issue from client feedback Low (L), Medium (M), High (H), Very High (VH) Human Factors M Engineering in New 

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5» oP WAC Critical Success Factors * Awareness of cost & benefits * CAPEX reduction & TCoO commitment * Management commitment front end loading * Early availability of operational philosophy * Availability of resources * Front end user participation for realisation of product commitment * Competence project participants * Integration in Project QA system (Owner & EC!) * Multi-disciplinary dilemma handling * capture ‘work floor’ knowledge via FEEEM ® analysis 9 Human Factors Mi ۳055 Engineering in New 

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5» oP WAC Reduction in Modification Costs Reduction in Training costs and efforts Improved ‘Acceptability’ of the System Improved screen layout, readability and usability * Decreased information retrieval time ٠ REDUCTION MIS OPERATION, MIS READING ٠ Reduced reliance on support of ‘Help Desk’ and other colleagues ° Effective use of IT resources * Improved working efficiency + reduction in working stress ٠ Improved motivation * Awareness of benefits of User-Centred Desig 9 Human Factors Engineering in New 

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* It is about 40-100 times more expensive to fix problems in the maintenance phase of a programme than in the design phase (Boehm, B.W., 1981 Software engineering economics New Jersey, Prentice Hall Inc.) * Systems designed with usability engineering have typically reduced the time needed for training around 25 % (Landauer 1995) * Usability engineering has demonstrated reductions in the product development cycle by over 33-50% (Bosert 1991) *Eighty percent of software life cycle costs occur after the product is released, in the maintenance phase; of that work 80% is due to unmet or unseen user requirements; only 20% of this is due to bugs or reliability problems ( Karat, 1993, Usability engineering in dollars and cents, IEEE tware) Human Factors Engineering in New 

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eke vP Oscbiliy Gugkeericy * Around 63% of ICT projects exceed their cost estimates (Laderer, A.L., 1992, Nine management guidelines for better cost estimating) The top four reasons are: * frequent requests for changes from users * overlooked tasks * user’s lack of understanding of their own requirements * insufficient user-analyst communication and understanding * Auser centred design methodology will increase productivity by 25 % and increase quality by 30 %, incl. user satisfacth 0%. Human Factors M 24 Engine ring in New 

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OcPratica oP ‏ولمم‎ ‘Human factors engineering principles are to be considered and applied during the early design stage of new facilities projects where design can have a critical impact on equipment usability and user safety or health.’ Human Factors Mi Engineering in New 

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Ocktevewedt Criterta . All new facilities projects are screened for minimum human factors engineering requirements as defined in the HFE YG. . Where the screening indicates that HFE input is necessary, the location or business applies the correct processes, tools and competencies at the correct stages of the project as defined in the HFE YG. . The recommendations have been discussed with management and action parties and target dates agreed. Human Factors Engineering in New 

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Tarcet Readership * Project teams - Project Managers - Process (and other Discipline) Engineers - Operations/Maintenance * HSE professionals ° IT Designers * Retail Station Designers Human Factors La Engineering in New 

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Process un Tools * Introduction of 3 Decision Making Tools - HFE Focusing Tool - Work Systems Analysis Tool - Investment Justification Tool * Supports Project Teams - Project Managers - Operations/Maintenance Human Factors La Engineering in New 

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WEG Oork Gystew Ouse Toot سس سب مسج سپ ‎Pus 1‏ هی ‎a | ar | co‏ | ۳ 2 " 0000 یلیس سم ‎Considers: To determine:‏ ‎Work syste - Level of HFE‏ - ‎Performance Factors involvement‏ ~ ‎Mode of operationg - Based on project‏ - ‎N=Normal; team a‏ * ‎E=Emergency. - HFE Standards‏ S=Shutdown/Start Up iman ۶ 2 9 available —_M! 

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Oork Gystew Ouse Tool 5 . List the project work systems : ۱ __ 2. Allocate an A ‏تن ها‎ appropriate HFE level for each box . Define HFE scope WV u Human Factors Engineering in New 

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Ievestoed dusiPicaioa Tool * Tool for project managers * Decision making support tool on HFE recommendations * Considers economic and non economic (e.g. HSE aspects) benefits ° Example demonstrated on next few slides Human Factors Engineering in New 

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The Took 1. Work Systems Analysis Tool - Define HFE scope for Project = - Appendix 1 in the Yellow = 8 Guide 2. Investment Justification Tool - Decision making tool for Project Managers 3. HFE Competence ‏اک سس‎ the Yellow Screening Tool - Ensures correct people are on the job 9 Human Factors Engineering in New 

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‎ty‏ یه ‎ ‎ ‎۳ 2-4 ‎Competen | Responsib ce le Party Awareness Project Team Working | HFE Focal Knowledge Point Skilled/ HFE Mastery | Professiona | ‎Required ‎Action ‎Apply ‎specs. & standards Specs. & standards + review ‎HFE ‎Analysis ‎ ‎Human Factors Engineering in New ‎ ‎HFE ‎Activity ‎Level ‎1 ‎ ‎ ‎Me ‎ ‎ ‎ ‎ ‎ 

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Cowpertewe Crexveworl Awareness (can discuss) ¢ Familiar with HFE YG - Understand HFE concepts, principles, language - Where and how HFE YG applies to projects - Know the HFE Process (phases and timing) - Know how to use the HFE Tools ٠ Experience in Projects “Se Compliant withttiseipline 

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Cowpetewe Praveworls Working Knowledge (can do) * Carry out HFE Reviews - Ensure standards were properly applied - Make recommendations based on HFE principles - Recognise where HFE can benefit project - Support Project Team from HFE standpoint ٠ OU level staff (typically involved in Q projects) Human Factors 24 , Engineering in New, 

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]0 Prenvework Skilled / Mastery (can teach) ٠ Competence HFE professional - Consulted by OU for all Level 3 activities - Use HFE WSA Tool to initiate scope discussions * Systematically captures user requirements * Delivers HFE Recommendations ۰ Identifies future HFE scope with respect to organisational issues and other barriers to successful HFE implementation Human Factors Engineering in New 

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Work Systems Analysi HFE HEE ‏بلدا‎ ‎Scope Competence HFE Analysis a ) ‏جح‎ ‎Recommendation a User Centred Design 9 Human Factors Engineering in New 

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٠ Ready to use Yellow Guide * Check you procedures against section * Review the Achievement Criteria ¢ Where do you stand? Human Factors Mi Engineering in New 

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Okat do 1 do? If Compliant If NOT Compliant ۰ Ensure that all * Train project projects are personnel adhering to the * Incorporate the process and not just Tools into project the ‘big’ ones procedure ¢ Assess Current HFE =e Consult HFE activities, look for professionals for improvements support * Look for opportunities to prove your Human Factors Engineering in New 

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.. . 500 don’t forget the HFE Principles when partaking in challenging projects 3939 Human Factors a Engineering in New M 4 

Minimum Health Management Standards #4 - Human Factors Engineering in New Projects 1/39 Human Factors Engineering in New MHMS - 4 Outline • Minimum Health Management Standards (MHMS) • Introduction to Human Factors Engineering (HFE) • Why HFE & Benefits • Definition of Standard • Achievement Criteria • Tools & Techniques • Competences Required • Are you compliant? Human Factors • What you need toEngineering do in New 2/39 MHMS - 4 MHMS • Seven Minimum Health Management Standards (MHMS) have been developed to set down the minimum requirements for the management of health and Human Factors Engineering in companies where Shell has operational control • Approved by the Group HSE Advisers Panel and HSE Council • Discussed and agreed with the Executive Committees of the major Businesses • CMD has endorsed and issued them in July 2001 • Shell Businesses are expected to implement them fully by the end of 2003 • Progress will be monitored via the HSE Annual 3/39Letter Human Factors MHMS - 4 Engineering in New MHMS • Formalise existing guidance - nothing really new • Set down the minimum requirements for the management of Health in companies where Shell has operational control • Compliance with national statutory requirements is mandatory for all aspects of health management. • Currently accepted scientific knowledge should be applied in interpreting MHMSs • Guidance documents listed in the attachment provide advice on good practice. Where a guidance document is referred to specifically, then it forms a part of that standard. Other documents provide more general guidance on good practice which, in those published by the OGP), 4/39some cases (such as Human Factors MHMS - 4 Engineering in New may be more specific to certain Group Businesses. MHMS There are seven MHMS 1. Health Risk Assessment 2. Monitoring of Health Performance and Incident Reporting and Investigation Focu 3. Impact Assessment s 4. Human Factors Engineering in New Projects 5. Product Stewardship 6. Fitness to Work 7. Local Health Facilities and Medical Emergency Response 5/39 Human Factors Engineering in New MHMS - 4 Human Factors Engineering Human Factors Engineering (HFE) is a multidisciplinary field that considers the integrated knowledge of human capabilities, limitations and needs in the interaction between humans, technology and the working environment. – HFE Yellow Guide 2002 6/39 Human Factors Engineering in New MHMS - 4 Objectives of HFE • To increase safety, comfort and performance within working environment • To prevent human errors/limit the consequences (reliability) • To enhance productivity by optimising human efforts (efficiency) • To improve usability of a system (productivity) • To incorporate user knowledge in the design of the system/product to satisfy the needs of the operating population (acceptability, marketability) 7/39 Human Factors Engineering in New MHMS - 4 Human Machine Interaction 8/39 Human Factors Engineering in New MHMS - 4 Human Machine Interaction Physical Environment (lighting, noise, thermal) Organisational Structure job design, communication, task Individual Constraints (age, size, training, skills, competence) Sensory Information Human Response Execution TASK Displays 9/39 Output Controls Human Factors Engineering in New Machine Input MHMS - 4 Why Practice HFE? Business Case Conclusion pre start-up safety review Hycon (1988) “It has to be concluded that during engineering stage the opportunity could have been further exploited to optimise the design without increasing CAPEX in many cases. This refers particularly to the fields of operability, accessibility and maintainability.” 10/39 Human Factors Engineering in New MHMS - 4 Why Practice HFE? Lessons learned RAYONG project (1996) “Basic concept not an operationally friendly machine” DCS system • DCS graphics were designed by main contractor with minor input of Operations at an early stage • too much information on screens • to go through 5 screens to get to an alarm • far too complex which complicates start up • alarms poorly specified • risk of panel men loosing confidence in system! 11/39 Human Factors Engineering in New MHMS - 4 Why Practice HFE?- Not just in Operations Project management issues • > 60 % of bottlenecks identified during D & E Model review sessions are related to poor Operability and Maintainability • Redesign effort first 2 years after start up often related to solve operational and maintenance misfits as a result of insufficient input during Conceptual design 12/39 Human Factors Engineering in New MHMS - 4 Why Practice HFE? Conclusions of ‘World Class’ Projects study 13/39 Human Factors Engineering in New MHMS - 4 Why Practice HFE? Literature “Development HSE improvements in hardware design” Number of accidents/ incidents Technical measures were dominant Process safety measures were dominant Human factors interface measures will become dominant Past 14/39 Present Human Factors Engineering in New Future MHMS - 4 Traditional Design Process • No balanced input of Process criteria versus Operations (Ops.) and Maintenance (M) criteria during conceptual design • Limited input in conceptual design of future Ops./M. tasks • Insufficient & ineffective input of “work floor” experience • Insufficient knowledge of EC re. OPS requirements • HMI specifications are insufficient ; no ‘risk driven’ •Sub Lack of ‘change approach in critical , i.e new optimal designmgt.’ of operational & maintenance tasks designs Increase of project & life cycle costs 15/39 Human Factors Engineering in New MHMS - 4 Benefits of HFE Benefit areas Usability & HF Engineering Relation to stakeholders Operability Shareholders & Clients Health Safety Maintenance Environment Efficiency Labour turnover Reliability Legislation Personnel Society Government Quantify and/or rank 16/39 Human Factors Engineering in New MHMS - 4 Benefits of HFE Economic benefits Based on historical data (reviews/audits/PIR reports) and client feedback reports • Reduction CAPEX 0.25% - 5% • Reduction engineering hrs. • Reduction re work: less rework, less late changes 1% - 10 % 1 % - 5% • Reduction project duration time up to 40 %* •reduced approval cycles • Reduction * 40 % reduction only achieved once in a non-complex project Ops./Maintenance TCoO2 story office3building -6% per year 17/39 Human Factors Engineering in New MHMS - 4 Rationale for HFE in IT Environment Factors driving repeat visits to web sites (% reason) 75 High quality content Source: Forrester research 1999 66 Ease of use 58 54 14 13 12 11 10 10 6 18/39 Down load speed Frequently up dated Coupons and incentives Favourite brands Cutting edge technologies Purchasing capabilities Customised content Chat and bulletin boards Other Human Factors Engineering in New MHMS - 4 Benefits of HFE Non-economical benefits • • • • Improvement HSE/working conditions (H) Improvement commitment end users (H) Improvement of client “buy in” (H) Improvement functional design; (H) • versus gold plated design • Improvement competence of project team (VH) re. Operational and maintenance requirements • Improvement communication Owner / Project team & EPC contractor (H) () impact ranking on issue from client feedback: 19/39 Human Factors Engineering in New Low (L), Medium (M), High (H), Very High (VH) MHMS - 4 Benefits of HFE Critical Success Factors • Awareness of cost & benefits • CAPEX reduction & TCoO commitment • Management commitment front end loading • Early availability of operational philosophy • Availability of resources • Front end user participation for realisation of product commitment • Competence project participants • Integration in Project QA system (Owner & EC!) • Multi-disciplinary dilemma handling • capture ‘work floor’ knowledge via FEEEM ® analysis 20/39 process Human Factors Engineering in New MHMS - 4 Benefits of HFE • Reduction in Modification Costs • Reduction in Training costs and efforts • Improved ‘Acceptability’ of the System • Improved screen layout, readability and usability • Decreased information retrieval time • REDUCTION MIS OPERATION, MIS READING • Reduced reliance on support of ‘Help Desk’ and other colleagues • Effective use of IT resources • Improved working efficiency + reduction in working stress • Improved motivation • Awareness of benefits of User-Centred Design 21/39 Human Factors Engineering in New MHMS - 4 Benefits of Usability Engineering • It is about 40-100 times more expensive to fix problems in the maintenance phase of a programme than in the design phase (Boehm, B.W., 1981 Software engineering economics New Jersey, Prentice Hall Inc.) • Systems designed with usability engineering have typically reduced the time needed for training around 25 % (Landauer 1995) • Usability engineering has demonstrated reductions in the product development cycle by over 33-50% (Bosert 1991) •Eighty percent of software life cycle costs occur after the product is released, in the maintenance phase; of that work 80% is due to unmet or unseen user requirements; only 20% of this is due to bugs or reliability problems ( Karat, C. 1993, Usability engineering in dollars and cents, IEEE 22/39 Human Factors Software) MHMS - 4 Engineering in New Benefits of Usability Engineering • Around 63% of ICT projects exceed their cost estimates (Laderer, A.L., 1992, Nine management guidelines for better cost estimating) The top four reasons are: • frequent requests for changes from users • overlooked tasks • user’s lack of understanding of their own requirements • insufficient user-analyst communication and understanding • A user centred design methodology will increase productivity by 25 % and increase quality by 30 %, incl. user satisfaction 23/39 Human Factors MHMS - 4 by 40% Engineering in New Definition of Standard ‘Human factors engineering principles are to be considered and applied during the early design stage of new facilities projects where design can have a critical impact on equipment usability and user safety or health.’ 24/39 Human Factors Engineering in New MHMS - 4 Achievement Criteria 1. All new facilities projects are screened for minimum human factors engineering requirements as defined in the HFE YG. 2. Where the screening indicates that HFE input is necessary, the location or business applies the correct processes, tools and competencies at the correct stages of the project as defined in the HFE YG. 3. The recommendations have been discussed with management and action parties and target dates agreed. 25/39 Human Factors Engineering in New MHMS - 4 Target Readership • Project teams – Project Managers – Process (and other Discipline) Engineers – Operations/Maintenance • HSE professionals • IT Designers • Retail Station Designers 26/39 Human Factors Engineering in New MHMS - 4 Process and Tools • Introduction of 3 Decision Making Tools – HFE Focusing Tool – Work Systems Analysis Tool – Investment Justification Tool • Supports Project Teams – Project Managers – Operations/Maintenance 27/39 Human Factors Engineering in New MHMS - 4 HFE Work System Analysis Tool ? Considers: – Work systems – Performance Factors – Mode of operations 28/39 • N=Normal; E=Emergency To determine: – Level of HFE involvement – Based on project team experience – HFE Standards Human Factors MHMS - 4 available Engineering in New Work System Analysis Tool 1. List the project work systems 2. Allocate an appropriate HFE level for each box 3. Define HFE scope 2 29/39 Human Factors Engineering in New MHMS - 4 Investment Justification Tool • Tool for project managers • Decision making support tool on HFE recommendations • Considers economic and non economic (e.g. HSE aspects) benefits • Example demonstrated on next few slides 30/39 Human Factors Engineering in New MHMS - 4 The Tools 1. Work Systems Analysis Tool - Define HFE scope for Project - Appendix 1 in the Yellow 2. Investment Justification Guide Tool – Decision making tool for Project Managers – Appendix 2 in the Yellow Guide 3. HFE Competence Screening Tool - Ensures correct people are on the job 31/39 Human Factors Engineering in New MHMS - 4 Competences HFE Activity Level 32/39 Required Competen Responsib Action ce le Party 1 Apply specs. & standards Awareness Project Team 2 Specs. & standards + review Working Knowledge HFE Focal Point 3 HFE Analysis Skilled/ Mastery HFE Professiona l Human Factors Engineering in New MHMS - 4 Competence Framework Awareness (can discuss) • Familiar with HFE YG – Understand HFE concepts, principles, language – Where and how HFE YG applies to projects – Know the HFE Process (phases and timing) – Know how to use the HFE Tools 33/39 • Experience in Projects Human Factors • Compliant with discipline Engineering in New MHMS - 4 Competence Framework 34/39 Working Knowledge (can do) • Carry out HFE Reviews – Ensure standards were properly applied – Make recommendations based on HFE principles – Recognise where HFE can benefit project – Support Project Team from HFE standpoint • OU level staff (typically involved in Human Factors projects) MHMS - 4 Engineering in New Competence Framework Skilled / Mastery (can teach) • Competence HFE professional – Consulted by OU for all Level 3 activities – Use HFE WSA Tool to initiate scope discussions • Systematically captures user requirements • Delivers HFE Recommendations • Identifies future HFE scope with respect to organisational issues and other barriers to successful HFE implementation 35/39 Human Factors Engineering in New MHMS - 4 Process New Facilities Project? Work Systems Analysis HFE Scope HFE Analysis and Recommendations HFE Competence (for Contractor) User Centred Design 36/39 Human Factors Engineering in New MHMS - 4 Are you Compliant? • Ready to use Yellow Guide • Check you procedures against section 3 • Review the Achievement Criteria • Where do you stand? 37/39 Human Factors Engineering in New MHMS - 4 What do I do? If NOT Compliant If Compliant • Train project • Ensure that all personnel projects are adhering to the • Incorporate the process and not just Tools into project the ‘big’ ones procedure • Assess current HFE • Consult HFE activities, look for professionals for improvements support • Look for opportunities to Human Factors MHMS - 4 improve your Engineering in New 38/39 Good Luck . . . . . . and don’t forget the HFE Principles when partaking in challenging projects 39/39 Human Factors Engineering in New MHMS - 4