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HPE Summary PowerPoint 2000
- 1. Human Performance Engineering A Systems Approach to Operations Excellence Concord Associates, Inc. Systems Performance Engineers 9737 Cogdill Road Knoxville, TN 37932 (865) 675-0930 www.concordassoc.co m
- 2. The âSocio-Technicalâ System personnel software hardware Administrative Controls, Procedures, Job Aids Facilities and Support Organizations
- 3. Human performance engineering matches system demands to human capabilities and limitations and builds the support systems to assure human performance levels are maintained within design requirements. Ergonomics Experience & Continuous Training Knowledge Skills Abilities Aptitudes Attitudes Cognitive Physiological Psychological Social Mgmt. Controls Supervision Min Qual. Procedures Job Aids Initial Training Entry Level Selection
- 4. Systems Engineering Design ⢠Life cycle - concept, design, development, operation, decommissioning ⢠Top down - mission, system, functions, equipment and personnel requirements ⢠Integrated (iterative) human-system design with testing in all phases ⢠Front-end loaded ⢠Comprehensive documentation
- 5. The HPE Process HPE DESIGN Assess Existing Systems Sys temic Problems ? YES NO Evaluation Report Specific Problems ? NO Continuous Improvement Program YES Hum an Error ConOps Tra ining Procedures HMI Meaure s/ Fe edback Proposed Near-Term Fixes Program Requirements MOC Program
- 6. Human Performance Engineering Measurement and Feedback Human Error Assessment Conduct of Operations HPE Human Factors Engineering Personnel Subsystems (Training, Qualification, Staffing) Procedures
- 7. Human Error Assessment ⢠Prospective (PHA) â Validity of operator action as a safeguard â Eliminate error-likely situations â Assess likelihood of success/error ⢠Retrospective (Root Cause) â â â â Human error mechanism Contributing factors Barriers Impact of enhancements
- 8. Human Reliability Analysis Techniques ⢠OPHRA (Concord) ⢠Others â â â â â â â THERP (Swain and Guttmann) SLIM, SLIM-MAUD (BNL, Embrey) Simulation Model (e.g., SAINT, Siegel, HOS) OAT (Wreathall), OAET (EG&G) HEART (Williams) MAPP (ORNL) ATHEANA (NRC)
- 9. The OPHRA Operations Model Cue to Action Knowledge & Abilities Unit Operator Stress FEEDBACK Correct Action Chosen? Access to operating area YES Opportunity to Perform? System information available YES Success NO FAILURE Equipment operability NO Time to act FAILURE
- 10. Conduct of Operations Requirements o ps Con Written policies, requirements and guidelines for control of operations activities. ConOps requirements provide a clear and concise statement of management expectations that establishes a basis for commitment of all employees to operations excellence.
- 11. Well-defined, documented and enforced Conduct of Operations requirements help to control the variability in human performance and keep the system within specified bounds. Safety Boundary Minimum Performance (Compliance) Design Limit Operational Excellence Optimum
- 12. Typical elements of Conduct of Operations requirements include: ⢠⢠⢠⢠⢠⢠⢠⢠⢠Procedure Compliance Procedure Writing, V&V Communications Drills, Monitored Evol. Operation Evaluations Required Reading Safety Observer Equip./Piping Labeling Control of On-Shift Training ⢠⢠⢠⢠⢠Shift Turnover Narrative Logs Operating Logs Control Room Activities Control of Equipment and System Status ⢠Timely Instructions to Operators ⢠Verification ⢠Management of Change
- 13. Considerations in implementing enhanced Conduct of Operations requirements ⢠⢠⢠⢠⢠⢠⢠Formality and rigor appropriate to risk and importance Optimize use of existing good stuff - consolidate, reorganize, increase accessibility and visibility; but don't reinvent DO NOT create the impression that you are adding one more "program" - document, clarify, enhance, enforce Clearly identify responsibilities and individual accountability Identify benefits (what's in it for me) Involve and communicate with all staff levels; get build-in, not buy-in Early and continued management support and visibility
- 14. Personnel Subsystem Issues Directly Impacting Human Performance ⢠Personnel selection, entry-level ⢠⢠⢠⢠qualifications Job design, team, organizational design, staffing levels Training, qualification, certification Fitness for duty, shift work Career progression
- 15. Performance-Based Training Systems Analysis Analyze Evaluate ISD PROCESS Implement Design Develop
- 16. Performance-Based Training Systems approach to training Training needs driven by job performance requirements ⢠Training is ONE means to attain desired levels of performance ⢠Learning objectives based on knowledge, skills, and abilities required to perform the job acceptably ⢠â˘
- 17. Performance Based Training (Continued) ⢠⢠⢠⢠⢠Training media, materials, instruction designed to attain specific learning objectives within constraints Testing directly related to learning objectives Continuous measurement and evaluation of training effectiveness Thorough documentation of training decisions Continuous improvement process
- 18. Training and Procedures Thereâs more to training and procedures than just training on procedures!! Procedures are an operating aid for use by qualified,well-trained operators.
- 19. Procedure Classification No Procedure Moderate - high frequency Referen ce In-Hand Use Low - moderate frequency Low or very high frequency Low complexity Moderate complexity Moderate - high complexity Low consequence Moderate consequence Moderate- high consequence
- 20. Human Factors Guidelines Before The catalyst tank level must be above 12â. The oil level in ACC034 must also be sufficient. Once that is done, startup gland seal by opening appropriate valves. At the proper time the catalyst feed pump may be started.
- 21. After 1.1 Human Factors Guidelines VERIFY Catalyst Makeup Tank level is greater than 12 feet. NOTE: The dip stick has four marks, each indicating 1/4 level. 1.2 IF oil level in sump is below 3/4, THEN FILL sump with ACC034 oil. CAUTION Vessel over pressurization or depressurization may occur if the following steps are not performed properly. 1.3 VERIFY CFP-001, Catalyst Feed Pump Suction Valve is OPEN. 1.4 LINE UP gland seal as follow: 1.4.1 OPEN GS-750, Catalyst Feed Pump Gland Seal Supply. 1.4.2 OPEN GS-751, Catalyst Feed Pump Gland Seal Return. 1.5 START CFP-001, Catalyst Feed Pump.
- 22. Issues in Human-System Design System Functions Tasks/Jobs Personnel Interface mission success, system performance requirements, user needs/satisfaction requirements analysis, allocation to human, hardware, software, facilities task requirements, conditions, demands on humans - time, accuracy, precision, perception, vigilance capabilities/limitations - knowledge, skills, abilities, attitudes; physiological, psychological, cognitive, social facilities, workspace, controls, displays, habitability, accessibility, protective equipment
- 23. HFE Conc eptual Design Analyze sim ilar syst em experience P repare HF E m ethods & dat a P reli minary st aff ing anal ysis, roles, maintenance concept s Top-Level Requirem ent s Function anal ysis/ allocat ion Tas k and operational sequenc e anal ys is T& E Requirem ent s Definit ion Conceptual Design, Requirements Defi nition Conceptual/ Inherent S af ety A naly sis Si ting/E mergency Response Planning QRA (when warranted) HFE Preliminary Design Equip I nterface Requirements / Concept s Procedures & Documentat ion Requirem ent s Sof tware/ Dat a I nterface Requirem ent s Facility/ Environ. Requirem ent s P ersonnel Subsys tem Requirem ent s T&E P lan P reliminary Design Preliminary PHA F eedba ck Requirem ent s S ynthesis HFE Detailed Design Detail ed Task , Workload, and Ti meline A naly sis Detailed Design Sof tware/ Dat a Syst ems Prelimi nary P hase T &E Human I nterface Operat ional Test ing HFE Det ailed Des ign T &E Detailed Des ign P rocedures & Doc. Des ign Tradeoff S tudies Detailed Design Facilit ies Detailed Des ign P ersonnel Subsystem I nitiat e Training Program Training P rog. Des . Complet e Detail ed Design Operational HFE Program I ncidents, Oper. Dat a Detailed Des ign Hum an-Machine Int erf ac es Des ign Concept s Integrated Ac ceptance Testing Procurement & Construction Process S afety Analysis P rocedures Walkdowns A udits, Reg. Reviews Employ ee Feedback Lessons Learned I ntegrat ed S oftware Test ing Facilit ies Acceptance Test ing P ersonnel Quali fications Test ing Turnover Fi nal PHA Human Reliabili ty Analysis Integration of Human Factors into the Systems Engineering Process ( Mods /Futu re De sign s) Conti nuous Performanc e I mprovement - HF E Design - P roc edures - Training - M gt . Sy st s - Human Resourc es Operations & Mai ntenance 5-yr Updates (Reevaluation) MOC Updates
- 24. Operational Performance Feedback ⢠Audits ⢠Self Assessments ⢠Perf. Measures ⢠Incident Reports ⢠Near-Miss Reports ⢠Industry Events ⢠Govt. Reports ⢠ER Drills ⢠Training ⢠Evaluations ⢠Self-Reports ⢠PHA Findings Operational Experience Sources ⢠Root Cause ⢠Performance Trends ⢠Reliability Analysis ⢠Human Error Analysis ⢠Equipment Failure Analysis ⢠Training Needs ⢠Systems Analysis Lessons Learned Analysis Information Management System System Users
- 25. Effective measures will: ⢠⢠⢠⢠Discriminate degrees of success/failure as precisely as necessary Monitor performance on a continuous basis Help move from audits to performance management (reactive to proactive) Clarify the relationships among performance variables (indicators); i.e., support a "systems view"
- 26. Multiple Levels and Measurement Issues Goals Design Management Organization Goals Organization Design Organization Management Process Goals Process Design Process Management Job/Individual Goals Job/Individual Design Job/Individual Management
- 27. Authority Referenced Measures Involve all stakeholders to identify measure needs, objectives, constraints Select authority, and extract rating strategies Synthesize a measure that can be used by everyone to evaluate performance and get the same ratings as the authority.
- 28. Implementation Strategy ⢠Establish Human Factors Requirements â Complete life cycle â Human-centered design and operations â Part of integrated performance management safety, quality, environment, productivity ⢠Build in acceptance (involvement at all levels) ⢠Staged incremental implementation - policy, education, demonstration, implementation
- 29. Order of Implementation ⢠Human Factors Requirements (apply to new designs and PHAs immediately) ⢠ConOps ⢠Procedures (overlaps ConOps procedure use) ⢠Training ⢠Feedback, Lessons Learned, Measures ⢠Human Factors Design Improvements (existing facilities)
- 30. HPE - Pathway to Operations Excellence The Peaks of Excellence The Valley of Compliance
Hinweis der Redaktion
- Quantitative Human Reliability Analysis (HRA) is used when a comprehensive study is required to express numerically the contribution that human error has on overall system risk. Quantitative HRA is very rigorous and methodical process usually carried out in four phases: 1. Familiarization 2. Qualitative Assessment 3. Quantitative Assessment 4. Incorporation Qualitative HRA is a subjective process (review of site specific information). Qualitative HRA is usually performed through the following four phases: 1. Scoping review (review of information) 2. Facility walk-down and facility staff interviews 3. Qualitative Assessment and Team Review 4. Documentation and Recommendation
- Benefits of formalizing, documenting and enforcing Conduct of Operations requirements: Make explicit to all the policies, requirements, expectations, commitment and support of management for conducting operations to highest standards of safety and effectiveness. Establish guidance for attaining the desired high levels of operations performance Reduce variability of operations practice in order to reduce human error, increased safety, enhance effectiveness and quality
- 1. âCriticalâ, which are to used âin-handâ at all times, perhaps with some or all portions requiring check-off. 2.âReferenceâ to be referred to prior to completing the task and used in hand as necessary. 3. No written procedure is required.
- The business school âgurusâ have immersed us in cliches touting the âpower of measuresâ. What gets measured get done. If youâre not keeping score youâre only practicing. You canât control what you canât measure.
- Rummler and Bache discuss three levels of performance measurement and three areas of performance for each level. A comprehensive performance measurement program will address goals, design, and management for organizations, for processes, and for job/individuals.