Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014 1.2 HUMAN FACTORS
The operation of a large ship is a socio-technical system composed
of This
structures. Socio-technical systems regard organisations (in this case a vessel) as consisting interactions between personnel and technology.
people, equipment and organisational of complex
approach can also encompass the wider context to include the societal infrastructures and behaviours in the wider, shore-based management
aspects of the
organisation. These aspects are linked by functional processes (which are essential for transforming inputs into outputs) and social processes which are informal but which may serve to either facilitate or hinder the functional processes (McDonald, [15]). In the Five ‘M’s system approach (Harris and Harris, [16]) sailing a large vessel is not
just about the integration of the crew
(huMans) and ship (Machine) to undertake a particular voyage (or Mission) within the constraints imposed by the physical environment (Medium). It is also about the societal/cultural environment (a further aspect of the Medium). crucial.
In shipping, the role of Management is
During the late 1990s the discipline of Human Factors Integration (HFI) began to appear, initially in military procurement programmes but subsequently in the oil and gas industries. HFI provides a through-life, integrative framework with the potential both to enhance safety and increase performance while reducing through life costs. HFI originally encompassed six domains [17].
the required technical performance of the ship. The Management
is the key link between the (hu)Man,
Machine, Mission and Medium. It plays the integrating role that ensures compliance with the regulations and promotes safe and
efficient operations. The inter-
relationships between the five ‘M’s are illustrated in Figure 6.
1.2(a) Human Factors Integration (HFI)
These
were Staffing (how many people are required to operate and maintain the system); Personnel (what are the aptitudes, experience and other human characteristics required to operate the system); Training (how can the requisite knowledge, skills and abilities to operate and maintain the
Human Factors Engineering (how
system be developed and maintained); can human
characteristics be integrated into system design to optimise performance within the
human/machine
system); Health Hazards (what are the short or long term hazards to health resulting from normal operation of the system) and System Safety (how can the safety risks which humans might cause when
operating or
maintaining the system be identified and eliminated, trapped or managed). Subsequently a seventh domain was added, the Organisational and Social domain, which encompasses issues such as culture, safety management, information sharing and interoperability. Taking a system-wide approach means that Human Factors can now ‘add value’. Examples of this are already appearing in the military domain (Human Factors Integration Defence Technology Centre, [18]). an end-to-end system perspective,
For example, taking good equipment
Figure 6: The Five ‘M’s Model [16] The
(hu)Man aspect encompasses of the five ‘M’s approach such issues as the size, personality,
capabilities and training of the user, in this case the vessel’s crewmembers. Taking a user-centred design approach, the crew are the ultimate design forcing function, as the design of the equipment and procedures on the vessel have to lie within the core abilities of the people involved.
The (hu)Man and the Machine (ship)
components come together to perform a Mission tasked by the Management. However, design solutions must not only work within the parameters (Human Factors) imposed by the crew, the ship’s technology and the environment,
and regulations governing the design,
construction and operation of the ship and the wider norms of society. The owner’s Management must also work within these rules. This prescribes performance standards through the selection and training of crew or
design simplifies operating (and hence training) requirements, making training faster and cheaper (less time is spent in unproductive – not revenue producing – work).
requirements and is more efficient. Simultaneously, better equipment design (e.g. interface design or design for maintainability) and
better specified training
produces superior, more error-free (safer) performance. Careful crew selection processes may be more expensive initially but they subsequently reduce the drop out and failure rate in training (also expensive). Analysis and modification of crew roistering practices can produce rotas which produce more efficient utilisation of crew, reduce fatigue, increase well-being and simultaneously enhance safety. Such efforts can also reduce stress and decrease employee turnover. At the same time a well- considered Human Factors aspect in a company’s safety management produces
system makes it the operations. cheaper to run and information required to promote safer Training is better targeted to the operator’s
©2014: The Royal Institution of Naval Architects
C-7
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188