2007 Ergonomics society - What works in industry

Tel: 01492 879813 Mob: 07984 [email protected]

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What works in the oil, gas and chemical industries?

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A bit about me

Chemical engineer – Loughborough UniversityPhD – Edinburgh University11+ years working as a human factors consultant – predominantly in oil, gas and chemical industriesSelf-employed for 3 yearsRegistered member of the Ergonomics Society.

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The industry

Dominated by large multi-nationalsDominated by engineersNew ideas – agility of a super-tanker

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Engineers are interested in human factors, but don’t speak the same language

Biomechanics

Physiology

Anatomy

Psychology

Ergonomics

Machines for making beer

The flow of beer through the body (achieving a mass balance)

How beer is processed by the body (unit operations)

Topic of conversation when you’ve had a few

Know something about that.

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Ergonomics – not very interesting

But these things are interesting

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Rightly or wrongly, ergonomics and human factors are seen to be different

ErgonomicsHuman capabilitiesHardware designWork stationsUser interfacesWorking environmentManual handlingPersonal safety, health and well being

Human factorsWhole systemOrganisationCultureTasksErrorsProceduresTraining and competenceMajor hazardProcess safety.

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An engineering approach to human factors

Risk based – process safetyStructured on process systemsFocus on critical activities and tasksBorrow from engineering methods (e.g. HAZOP)Task and error analysisHuman factors risk control measures

Eliminate and reduceProcedures, training and competence.

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Staffing Assessment MethodologyTried and tested method for assessing staffing arrangements, especially during changeGives some objectivity to human factorsSuccessful at focussing efforts

YES

YES NO

NO

Do/will staffing arrangements cover worst case scenarios?

Physical assessment Ladder assessment

Are arrangements sustainable?

Ref: HSE CRR 348/2001 Ref: Energy Institute user guide

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Typical findings

Problems with communicationPassive approaches to stress and fatigue

No control of shift swaps, overtime, breaks etc.

Poor management of organisational change (including staffing levels)Lack of systems for procedures Reliance on informal trainingSubjective evidence of competence

Remainder of the talk focuses on the bottom three issues

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Hypothetical Gas Terminal – St Barton

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A systematic approach

Define the systemDefine the system goalsIdentify the functions to achieve the goalsIdentify the ancillary functionsIdentify safety critical elements requiring maintenanceIdentify tasks

Ref: ISO 11064

Simple and very effective

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St Barton

System definitionThe plant and equipment between inlet and outlet isolation valves

System’s goalsSupply gas to customer at required specificationManage risks to safety, health and the environmentAchieve nominationOperate profitably.

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St Barton - Main Functions

Receive gas from pipelineRemove liquids and particles Heat gas to achieve specificationInject nitrogen to achieve WOBBEControl flow rate to achieve nominationMeter gas for contractual purposes.

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St Barton utilities/ancillaries

Fuel gasNitrogenInstrument airFire fighting capabilityFire/gas detectionEmergency shutdownEmergency depressurisationElectrical powerDrainage.

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1. Start-up/Shutdown tasks1.1 Whole terminal

1.1.1 Return terminal to service after maint.1.1.2 Prepare terminal for maintenance1.1.3 Return to service after blowdown

1.2 Processing trains1.2.1 Return train to service after maint.1.2.2 Prepare train for maintenance1.2.3 Increase number of trains online1.2.3 Reduce number of online trains

1.3 Heaters1.3.1 Start additional heater1.3.2 Stop a heater

St Barton Operations Task ListCriticality

HighHighHigh

HighHighMedMed

MedMed

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Assigning criticality

Can be very subjectiveEverything is critical

Hazardousness of systemIgnition sourcesChanging line-upImpact of task deviationOverriding safety devicesOverall criticality

Low Medium High

1 2 3 1 2 3 1 2 3 1 2 3 1 2 30-3 4-8 9-15

Ref: OTO 1999 092

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St Barton – Task Criticality

3+0+3+2+2 High3+0+3+3+0 High3+0+1+2+2 Med

3+0+2+2+2 High3+0+2+2+1 Med3+0+1+1+0 Med3+0+1+1+0 Med

1+1+1+0+0 Low1+0+1+0+0 Low

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What has this achieved?

A human factors risk assessmentOnly a means to an end, but what is the end?Human factors risk management

Engineer out – beware of risk transferralHardware controls – beware of ironies of automationSoftware controls – procedures, training and competence

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St Barton - Procedures Required

YesYesYes

YesYesNoNo

YesYes

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Better procedure systemsOne size does not fit allDifferent types of procedure

Full step-by-step Aide memoirFlow chart ChecklistSign or label on plantTraining procedureNone

Requirements depend on the task’s:CriticalityComplexityFrequency it is performed (by an individual).

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1. Start-up/Shutdown1.1.1 Return terminal to service after maint.

2. Routine operations2.1 Field operator routines

3 Materials handling3.1 Receive bulk materials

3.1.1 Receive diesel from tanker

St Barton – Type of Procedure

Full procedure+ Checklist

Checklist (training)Guide + shift log

Full procedure +signs on plant

2.1.1 Plant patrol2.1.2 Receive shift handover

5 Respond to operational events5.1 Respond to high pressures

5.1.1 Respond to high pressure at inlet Flow chart

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Training

Required for all tasksTiming is important

Order tasks are learnt when starting a new jobPrior to infrequent task being performed

Method of training is importantClass room - theoryWorkshop – practical skillsOn the job – most tasksSimulation – infrequent tasks.

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1. Start-up/Shutdown1.1.1 Return terminal to service after maint.



3.1.1 Receive diesel in tanker

St Barton – Training Method

Pre-task briefing

On the jobOn the job + class

On the job



5.1.1 Respond to high pressure at inlet Simulation

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Competency assessment

A lot of training fails to achieve its objectivesNeed to assess the skills, knowledge and understanding requiredLevel of assessment depends on nature of task

Peer ObservationLine manager DiscussionInternal assessor Question and answerExternal assessor Written test.

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3.1.1 Receive diesel in tanker

St Barton – Competence Assessment

PeerInternal

Line manager



5.1.1 Respond to high pressure at inlet Internal

6 Respond to emergencies6.3 Respond to major incidents

6.3.1 Respond to propane tank BLEVE External

St Barton Task List Procedures required

Training method

Assessor

1 Start-up/shutdown1.1 Whole terminal

1.1.1 Return terminal to service after maint. 3 0 3 2 2 High Full procedure + checklist

Pre-task briefing

Internal

1.2.3 Prepare terminal for maintenance 3 0 3 3 0 High Full procedure + checklist

Pre-task briefing

Internal

1.2.4 Return to service after blowdown 3 0 1 2 2 Med Full procedure + checklist

Pre-task briefing

Internal

1.2 Processessing trains1.2.1 Return train to service after maint. 3 0 2 2 2 High Checklist On the job Line mgr1.2.2 Prepare train for maintenance 3 0 2 2 1 Med Checklist On the job Line mgr1.2.3 Increase number of trains online 3 0 1 1 0 Med None On the job Line mgr1.2.4 Reduce number of trains on line 3 0 1 1 0 Med None On the job Line mgr

1.3 Heaters1.3.1 Start an additional heater 1 1 1 0 0 Low None On the job Peer1.3.2 Stop a heater 1 0 1 0 0 Low None On the job Peer

2 Routine operations2.1 Field routine operations

2.1.1 Plant patrol 3 0 0 2 0 Med Checklist for training On the job Peer

2.1.2 Shift handover 3 0 0 3 0 Med Guide + shift log On the job + classroom

Internal


3.1.1 Receive diesel from tanker 2 2 2 2 0 Med Full procedure + sign on plant

On the job Line mgr

5 Respond to opeational events5.1 Respond to high pressre

5.1.1 Respond to high pressure at inlet 3 0 2 3 1 High Flow chart Simulation Internal6 Respond to emergencies

6.3 Respond to major incidents6.3.1 Respond to propane tank BLEVE E E E E E High Flow chart + job aid Simulation +

classroomExternal

Criticality scores

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Benefits of this approach

Theme and terminology familiar to the end userQuick and simple Focuses effort according to process riskExplains why full blown procedures are not provided for every taskEmphasises the role of on the job trainingMakes competence assessment less threatening

Provides a good demonstration of human factors risk management

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Engineering

2007 Ergonomics society - What works in industry