Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan –Dec 2014
necessarily correct either. Instead seafarers and the maritime industry need to be like seafarers and the maritime industry - the challenges of our industry are as unique as the dangers and risks we seek to mitigate and therefore solutions tailored
to maritime industry are
needed. However, that does not mean that lessons cannot be learnt from the experience of other industries and expertise pooled from across
other safety critical
industries and the approaches which worked, and importantly those that did not. Yet without a mandated requirement for the detailed consideration of human factors in marine design it is difficult for the industry as a whole to take advantage of the established benefits of taking a structured approach to dealing with the human element.
In reality it is not always practical for human factors to influence design, yet it is still possible to make a difference by understanding and documenting the pitfalls with the design and putting mitigations in place which will actually work. The military is particularly adept at this approach; as defence budgets shrink there is an increasing move to procure equipment off the shelf rather than developing it from scratch. However, that means that the equipment is very often a compromise and although it is cheaper in the short term there is a need to make standard equipment perform to non-standard requests in order to meet the challenges faced by the user. Human performance and the management of risk is also part of a wider product life cycle cost. Human error is expensive, and that human error cost can equally occur during design as well as at sea. A systematic approach to HSI from the beginning helps reduce design risk and reduce the
risk of expensive re-design late in the
programme. Focusing on reducing short term cost can actually lead to greater lifecycle costs. Despite humans being seen as infinitely adaptable this adaption can come at a cost to performance reliability. Trying to save money by not considering human factors properly can increase the risk of re-engineering and redesign costs which can be very high. Rather like training interference where a person has to unlearn and then relearn, there is often a costly need to design or engineer-out the negative to design or engineer-in the positive. Therefore, regardless of whether a vessel is bespoke, or a standard yard design there is a value in taking a systematic approach to human factors.
The human factors approach is about reducing total life cost and optimising the performance of systems. To achieve this there is a need to recognise the skills in each of the many disciplines involved in marine design, and harness them together to achieve better design, better performance and reduced cost in design and operation. In this context HSI can be an integrating force across disciples, as well as bringing the needs of the user sharply into focus within the design process. All of these issues need to be addressed in the coming years, and coupled with the overall benefits of good design there is a significant opportunity to pull together the related
threads from across the marine design community to address the challenges of the coming decades, from the adoption and integration of new technologies, reductions in total life cost and the ability for the industry as a whole to attract and retain the brightest
talent of appropriate in a
competitive market place. To get to a future which will benefit the industry the most, it will be necessary to establish a systematic maritime HSI process. There is no shortage
human factors guidance,
standards or recognised best practice. The question for the maritime industry is how it wishes to implement this hard-won knowledge to consistently achieve meaningful design influence.
C-180
©2014: The Royal Institution of Naval Architects
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