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Chalmers Symposium
- 1. David Carr Human Factors Consultant BAE Systems Advanced Technology Centre “How To An Eat Elephant”: Integrating the human component into large, complex ship designs.
- 2. Where I work Farnborough Portsmouth Bristol Glasgow Chelmsford Advanced Technology Centre Human Factors Locations BAE Systems, Scotstoun (formerly Yarrow Shipbuilders Limited)
- 4. The Anatomy of a Warship etc. Machinery Rooms Bridge Zonal Damage Control positions Weapons Helicopter Hangar Flight Deck Cabins Galleys, Messes Store Rooms RAS Points Enclosed mooring deck Tiller Flat Ops Room Combat System Network Platform Management System Ship Control Centre (Machinery Control, Damage Control HQ)
- 7. Human variability Bao Xishun – 2.36m He Pingping – 0.73m Both from Inner Mongolia (PRC)
- 8. Variations between and within populations 1.56m 1.87m 1.54m 1.85m
- 9. Design range for merchant ships 1.536m 1.90m
- 10. What happens when designers don’t allow for variability
- 11. Embarked Forces’ Assembly Area, HMS Fearless
- 14. Supply Office ~ 1.6m
- 16. Where to begin?
- 17. The best way to eat an elephant? One piece at a time!
- 21. System Designers and Human Factors Smile patiently and explain Offer support. Check up on them from time to time Let them get on with it (and use them as an ally) Lean on them “ I’m an engineer. We don’t have to worry about that kind of thing.” “ Obviously we’ll need to do a Task Analysis before we design the system.” “ I’ll make sure all the machinery is accessible. But that’s just good engineering” “ Yes! The décor is very important. What colour should we paint the cabins?” No Yes No Yes Do they care about Human Factors Do they understand Human Factors properly?
- 23. The impact of Off-the-Shelf components on the user interface
- 24. Which components matter? Task Analysis Safety Related? Performance Critical? Frequently used? Components User Interface? Evidence of usability? Accept Risk? Low Risk y y y y y n n n n n
- 26. Human Factors influence must be continuous Big numbers Clear Dial Familiar format ?
- 28. Detailed Example: Type 45 Destroyer Ship Control Centre Daring Class Air Defence Destroyer 7350 Tonnes Length, 152.4 m Beam, 21.2m Draft, 5m Speed, 29+ knots Complement, 190 2 shaft integrated electric propulsion (gas turbine) Armaments: PAAMS missile system 4.5” gun Close-in weapons system Lynx helicopter
- 34. WTB 158 WTB 107 WTB 69 Zone 1 Zone 2 Zone 3 Zone 4 PMS Operating Points
- 35. New technology, old thinking
- 37. Interdependent design issues HCI Software Console Operator Team Ship Compartment Layout Control Locations
- 38. Type 45 Team Design Weapons Management Centre Ship Control Centre ANBCDO PM DCO SM Propulsion Supervisor WM WRM WSM Picture Compiler Operations Room Command Command Advisor Assistant XO (Roving) Zone Control Posts (1-4) i/c ZCP Op Fire and Flood Repair Parties Fire and Flood Repair Parties Fire and Flood Repair Parties Fire and Flood Repair Parties Mobile Machinery Repair Party Weapons Repair Personnel Medical HQ First Aid Parties First Aid Parties First Aid Parties First Aid Parties
- 42. Zone Control Post Fwd
- 44. LCD Monitor Mounting brackets
- 45. I like elephants - but I could never eat a whole one.
- 46. Tack så mycket Frågor? David Carr 0141 957 2173 [email_address]
Hinweis der Redaktion
- This is what I call the “Radio Shack shop window display” Lots of different, incompatible equipment, not integrated into a proper User Interface. Most control rooms around the world are like this. It’s why we have Three Mile Islands and Chernobyls
- The platform management system controls and monitors all of the non-weapons systems on the warship platform. Those systems provide many functions - power and propulsion, providing the services which run the weapons and sustain the crew and - very importantly - the systems which are used to recover after damage following attack. These aspects are known as the “Internal Battle” - as opposed to the external battle fought by the whole ship.
- Here is an example of a sailor fighting the Internal Battle
- In most current ships, equipment is controlled by old technology. Hardwire connections lead from the control room to the machinery plant Not much of the equipment is controlled remotely. Much of it is operated manually, by sailors in voice communication (possibly - but not always) with the control room. Damage Control teams are also coordinated by voice
- DC
- Technology is changing. Software-based Platform Management Systems allow much more remote control, surveillance and automation of much more equipment. Functionality can be distributed around the ship, by LAN (Local Area Network) There is potential flexibility to put any functionality, anywhere, at any time
- To highlight the flexibility of the type 45 PMS – this view shows just some of the, over a 100, strategically sited points at which the Platform Management System can be accessed. These include: the 15 PMS workstations - in the Ship Control Centre, Weapon Management Centre, Zone Control Posts, the Ops Room & the Bridge. Many of the main operating points have alternative positions. For example, there is an Alternative Ship Control Centre where the whole SCC/WMC team can evacuate to, and there are alternative positions for each of the four Zone Control Posts. In addition there’s over 120 plug-in points - all over the ship - where a laptop can be connected to give full PMS functionality – limited only by password protected log-on permissions.
- Here’s how not to do it. Why waste the potential of the software-based system by simply mimicing the old layout? This was the first proposal before they invited a Human Factors Consultant to join the project.
- So - how died we do this? Well, the fundamental principal of Human Factors is “User Centred Design”. I hope that everyone here is familiar with this concept, described in International Standard ISO 13407 As part of our development, we involved Royal Navy and ex-Royal Navy personnel. They advised us on the context of use. They also helped us to prototype design solutions
- DC
- It is also important to remember that the Whole system needs to be designed. The people and equipment work together. The Human Organisation is just as a subject for design as the technical PMS. I won’t describe the revised Internal Battle organisation in detail - just some significant points: Most importantly, we have for the first time brought the Weapons Engineers into the same team as the platform engineers. This allows them to work together on restoring services to priority weapons Flexible software has allowed a move away from operators operating individual equipment, and towards roles which manage priorities for various equipments, to meet Command priorities, communicated directly through PMS from the ship’s Operations Room Finally - on current ships, a lot of damage control information is collected through voice communications and recorded manually in the Ship Control Centre. We have given facilities which allow the damage to be monitored and controlled by personnel throughout the ship, closer to the point of damage It is our whole-systems approach which has allowed us to re-shape the organisation to take advantage of the technology.
- Now, these images illustrate the various stages of the PMS console development. Human Factors expertise was used to determine: firstly, the best ergonomic console design and secondly the optimum ‘team-working’ layout. As you’ll see from these pictures, the team moved from ‘paper & cardboard’ prototypes to full sized mock-ups – using CAD designs for support. In fact, the Ship Control Centre development was actually a ‘furniture moving’ exercise; with the PMS development team and the customers manipulating the main items of PMS equipment around a full size ‘mock-up’ facility, to find the best positions and optimum layout.
- DC
- And so to the hub of the PMS; the Ship Control Centre incorporating the Weapon Management Centre design - Shown here at full ‘state 1 manning’ For commercial and security reasons I can’t say too much about this slide. The main point I’d like to highlight here is the co-location, for the first time on a RN vessel, of the Weapons Management Team (here in the WMC on the inboard side) with the Engineering team (here in the SCC). As you’ll see, the majority of operators – certainly in the SCC – all ‘face each-other’ for that maximum primary communication that David referred to earlier. You’ll notice that - due mainly to lack of space - the WMC operators do not face each-other, as preferred. But, the main lines of communication have been catered for: This slide shows the DWEO in his seated position facing aft -away from his team - In reality he’ll be on his feet managing his weapons team and liaising with the MEO (here - POINT) He’ll only use this seated position in slow time. Also, the operator responsible for maintaining services to the weapons systems (here - POINT) sits next to the operator in charge of ship-wide services (here - POINT) - so although the WMC operators are not facing eachother, the lines of communication have been thought through.
- Just to round things off, in this brief run through the type 45 PMS, here’s a zone control post (a ZCP). There are 4 of these posts – one in each of the ship’s damage control zones – and outside of the SCC these are the main PMS operating points – the other two being the Bridge and the Ops Room. This is actually ZCP 1 - and I’d like to point out the console with all required communication devices and reversionary panels - the Fire & Flood panel for example - within easy reach. The ZCPs also feature a separate briefing screen so one operator can be updating the PMS with Damage info while the officer in charge briefs the various associated mobile repair parties.