Trans RINA, Vol 156, Part C1, Intl J Marine Design, Jan - Dec 2014
to the stakeholders in support of a better requirements elucidation process.
(initial) Design criteria Generate set of designs Iterate
Explore set of designs Insights
Adjust\expand criteria?
no Select best design(s)
Figure 17: Workflow of the interactive design exploration approach proposed by Duchateau et al. [57]
Van Brusiness et al. [58] examined the initial
development of a design and engineering strategy for complex ships in between incremental and radical innovation.
The majority of European ship-design
industry concentrates on the development of complex, one-off ‘specials’ for the offshore industry. To control the complexity of these vessels the industry uses large and expansive knowledge bases that support the design, engineering and manufacturing activities. As current strategies are aimed at controlling the complexity, they leave very little room for more innovative developments. They interviewed stakeholders from the ship industry, researched design literature developed case studies. Based on case studies they proposed an alternative design strategy that leaves more space for innovation, which focuses on the complex interactions between the different levels of decomposition in a complex structure such as a ship. They identified that the wide range of actors involved in these designs make such a change in industry a socio-technical challenge.
3.2 CREW RESOURCE MANAGEMENT
A ship is a complex socio-technical system. Navigating such a vessel and managing all the associated activities within it (propulsion;
engineering; communication and surveillance;
electrical power generation; cargo
management; passenger management, etc.) is an exercise in command and control. The crew undertaking these functions are widely distributed across a moving vessel which is itself a large, complex space with many inter- related systems. Many crew members are specialists.
BRM (Bridge Resource Management), or when applied more widely to the rest of the ship MRM (Maritime Resource Management), is the process by which ship- wide command and control is exercised.
MRM is
concerned with the effective use and co-ordination of all the skills, knowledge, experience and resources available to achieve the established mission goals of a voyage safely and efficiently. BRM/MRM concepts are built
©2014: The Royal Institution of Naval Architects
Cognitive systems comprising more than one person have properties over and above those individuals making up the system (e.g. a ship and its crew).
yes
Human error and reliability, error chain, error prevention and detection.
Company safety culture, Standard Procedures (SOPs), organisational factors.
Operating
Stress, stress management, fatigue and vigilance. Information acquisition and processing, Awareness and workload management.
Decision making. Communication and co-ordination. Leadership and team behaviour. Automation and the philosophy of the automation.
Situation
upon of Crew Resource Management (CRM) ideas initially developed by the commercial aviation industry. Revisions to the International Convention on Standards of Training,
Certification and Watchkeeping
for
Seafarers now require senior members of a ship’s crew in positions of responsibility to undertake mandatory MRM training. Good CRM (CAA, [59]) requires knowledge of:
use of
The processes underpinning CRM/MRM includes (from van Avermaete, [60]):
Co-operation – Team building and maintaining; considering others; support and conflict solving.
Leadership and managerial skills – Use of authority/assertiveness; providing and maintaining standards; planning and coordination, and workload management.
Development of Situation Awareness – System and environmental awareness; anticipation.
Decision making skills – Problem definition/diagnosis;
option generation;
assessment/option choice and outcome review. However, modern approaches to
human risk
extend beyond the human alone. A ship and its crew can be regarded as a Joint Cognitive System (JCS).
behaviour You
cannot study human behaviour without the context in which it takes place, as human beings use artefacts around them to enhance their cognitive abilities. Distributed cognition (the behaviour and information contained in a JCS) is the co-ordination individuals, artefacts and the environment.
between At the very
simplest level possible, writing things down on a piece of paper using a pencil improves human memory, either in the long-term (e.g. a diary) or in the short term (when doing arithmetic). To some extent it is a ‘cognitive amplifier’; the role and function of memory is now distributed between a human and a non-human component. However, distributed cognition can go much further than this.
properties of distributed cognition:
Rogers [61] describes four generic
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