Designing for Human Reliability: Human Factors Engineering in the Oil, Gas, and Process Industries

Designing for Human Reliability

Human Factors Engineering in the Oil, Gas, and Process Industries

First Edition

Ronald W. McLeod

Table of Contents

Cover image

Title page

Copyright

Dedication

Preface

Why is this news?

On my opinions

Acknowledgments

1: Introduction

Abstract

What is reliable human performance?

People are, usually, reliable

Three approaches to ensuring human reliability

Investigating the human contribution to incidents

Purpose

Organization of the book

Part 1: Local rationality at the Formosa Plastics Corporation

Introduction

The principle of Local Rationality

2: The incident

Abstract

The operator arrived at the wrong reactor

The local control panel

What did they expect?

Commitment and capture

Overriding the safety interlock

3: Making sense of Formosa

Abstract

Why did he conclude that the switch was faulty?

Why did he decide to override the safety interlock?

Was he aware of the risk?

It was easy to do

It was difficult to get the necessary approval

Summary

Part 2: The scope and value of human factors engineering

Introduction

4: An introduction to HFE

Abstract

The HFE star

A dual fatality offshore

The objectives of HFE

Achieving the HFE objectives

Summary

5: Costs and benefits of human factors engineering

Abstract

The costs of design-induced human unreliability

Perspectives on the costs and benefits of HFE

An example: Before and after HFE

How much does it cost to implement an HFE program?

Summary

6: Hard truths and principles of human factors engineering

Abstract

The principles of HFE

Hard truths of human performance

Summary

7: Critical tasks

Abstract

The nature of tasks

Summary

8: HFE and weak signals

Abstract

The characteristics of weak signals

Weak signals and Situation Awareness

The Theory of Signal Detection (TSD)

Weak signals and human factors engineering

Summary

9: Automation and supervisory control

Abstract

Supervisory control

The irony of automation

Air France Flight AF447

Lessons and challenges from AF447

Summary

Part 3: Irrational people in a rational industry

Introduction

10: The problem with people

Abstract

The problem with people

Deepwater horizon

11: Kahneman

Abstract

System 1 and System 2 thinking

Reconciling Kahneman and Reason

12: Operationalizing some System 1 biases

Abstract

Availability and affect

Anchoring

Priming

What you see is all there is (WYSIATI)

Framing and loss aversion: prospect theory

13: Expert intuition and experience

Abstract

The experiencing and the remembering self

Expert intuition

14: Summary of Part 3

Abstract

Part 4: Human Factors in Barrier Thinking

Introduction

15: What did you expect?

Abstract

Human factors in incident investigations

So what did they expect?

16: Human factors in barrier thinking

Abstract

Bow-ties as a conceptual model

Bow-tie analysis

An example bow-tie analysis

Assuring the strength of human controls

Human factors in control independence

The representation of bow-ties

Summary

17: Intentions, expectations, and reality

Abstract

The effectiveness of controls

What can a bow-tie analysis reveal of intentions and expectations about human performance?

Expectations, intentions, and reality: Lessons from Buncefield

Summary

18: Proactive operator monitoring

Abstract

What does operator monitoring really mean?

Job design

Work arrangements

What information does the operator need to be able to monitor?

Control room design

The use of human factors standards in the design of control rooms and human-computer interfaces

Balancing operator preference and technical standards

Proactive monitoring

Summary

19: Assuring human barriers

Abstract

Assurance and auditing

Human variability

ALARP or AHARP?

Human factors engineering in the assurance of controls

Human reliability analysis

How would an experienced professional assure human controls?

Summary

20: Reflections on Buncefield

Abstract

Local rationality at Buncefield

Implications for Human Factors Engineering

Part 5: Implementing HFE

Introduction

21: Implementing HFE in Projects

Abstract

What goes wrong?

What needs to go right?

Some questions for investors

Summary

22: Human factors and learning from incidents

Abstract

Purpose of the chapter

All incidents are, in principle, avoidable

A perspective on learning about the human contribution to incidents: four key questions

Establishing the situation

Q1: What controls did the organization expect would have prevented the incident?

Q2: How did those controls actually perform?

Q3: Why did the expected controls not prevent the incident?

Q4: How can the controls be strengthened to protect against future incidents?

Summary

23: In conclusion

Abstract

Reflections on local rationality

Some research and development topics

Index

Copyright

Gulf Professional Publishing is an imprint of Elsevier

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First edition 2015

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Notices

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Dedication

For Harrie.

And with thanks to Geert.

Two giants.

Preface

Being clear about your target audience is one of the first principles of human factors engineering (HFE). So, it seems a good place to start.

In 1981, I started work as a research assistant under Professor Mike Griffin in the Human Factors Research Unit, part of the Institute of Sound and Vibration Research at the University of Southampton. I worked part-time on my PhD while conducting a series of experiments funded by the Royal Aircraft Establishment at Farnborough in England. My project studied how low-frequency (0.5-5 Hz) whole-body vibration along the vertical axis (i.e., through the seat to the head of a seated person) affected the ability to perform certain manual and mental tasks. It was a small part of a bigger program aimed at understanding how environmental stressors can affect aircrews in high-performance aircraft.

In the summer of 1986, I completed my PhD and moved to Glasgow to join a medium-sized company of naval architects called YARD (now merged and diverged into various larger companies). I was to work as a human factors specialist and applied psychologist in a small team of applied scientists in the Systems Research and Artificial Intelligence Group (SRAIG).

The summer of 1986 was a period of major change for me. In addition to completing my PhD and moving to a new job, I was in the process of selling a house and moving to a new city. I can recall reading a statistic that at least two of those life events were highly correlated with suicide. Fortunately, I was young and resilient, and able to take it all in my stride. Twenty-eight years later I am still living in Glasgow, happily married and with two grown sons.

Professionally, I quickly settled into my new life. However, while Glasgow and the West of Scotland had, and has, a long and proud history of ship building, engineering and technology, times were changing. YARD was an established and well-respected firm, but little of its business—certainly little of SRAIG’s business—was in Scotland. And so began my life on the road.

Since 1986, although I have lived in Glasgow, and, until I joined Shell in 2007, ran my own consultancy business in the city, most of my work has been conducted elsewhere. Until about 2003, elsewhere usually meant elsewhere in the United Kingdom. Since 2003, it has meant many other countries. So, all of my professional life has been spent traveling. I have never worked out exactly what proportion of my time I’ve spent away from home, but I estimate it is probably between 25% and 40% of the working year on average. That meant a lot of evenings eating on my own. Which brings me to The Economist, my regular dinner date for the past 10 or so years. I get it delivered each week (or nowadays downloaded onto my iPad), and it goes with me everywhere. I have a high regard for the journalists who write for The Economist. In addition to being well informed, they write supremely well and manage to deliver a great deal of information clearly and succinctly. And I love their subtle humor.

One evening, while reading my Economist over dinner I read two articles that made me reflect not only on why I wanted to write this book, but also who I wanted to write it for.

In the Technology Quarterly section, there was an article on asteroid mining. It was about two start-up companies that intended to build asteroid-hunting spacecraft with the intention, eventually, of extracting minerals from asteroids in space. (From the perspective of 2014, this seems a somewhat fanciful notion—as the article concluded: Asteroid mining seems likely to stay in the realm of science fiction for the time being. Time will tell.)

What really caught my attention was this description of one of the company’s business models: The idea is to build FireFly on the cheap, foregoing extensive testing and using commercial off-the-shelf components rather than custom-built electronics. forgoing extensive testing! My neural alarm bells were engaged. The article went on to explain, To reduce costs further, the FireFly probes will fly alongside larger payloads on the scheduled launches.

So the idea was to get into space on the cheap by forgoing expensive testing and relying on other companies. Companies who, presumably, would have invested the money necessary to thoroughly test their designs in order to ensure they would actually have a reasonable chance of getting FireFly into space. And why were they avoiding the testing? In order to make the company attractive to investors by cutting what were seen as unnecessary overheads, such as testing. I wondered which business partners would be prepared to put their own venture at risk by partnering with a company willing to reduce its costs by adopting a business model based on not testing its products.

The article brought to mind other stories I’d heard of similar thinking that had led to disastrous consequences, such as an oil executive who apparently gave a speech about how costs had been reduced on the design and construction of a new offshore production platform. The company had apparently:

… established new global benchmarks for the generation of exceptional shareholder wealth through an aggressive and innovative programme of cost cutting on its production facility. Conventional constraints have been successfully challenged and replaced with new paradigms appropriate to the globalized corporate market place. Through an integrated network of facilitated workshops, the project successfully rejected the constricting and negative influences of prescriptive engineering, onerous quality requirements and outdated concepts of inspection and quality control. Elimination of these unnecessary strait jackets has empowered the projects suppliers and contractors to impose highly economical solutions with the win-win bonus of enhanced profitability margins for themselves. The…platform shows the shape of things to come in unregulated global market economy of the 21st Century.

I first came across that speech on an internet site, overlaid on a series of photographs taken as the platform, the largest semi-submersible oil platform in the world at the time, sank into the sea, losing the entire $350 million investment.¹

I also had a memory of a meeting in the Chief Naval Architects office of a shipbuilder on the Clyde. He told me how they had won a contract to build military ships that were going to be designed to commercial standards. He seemed proud that their ships were intended to be sent into war zones without the blast proofing that is (or was then) normal practice for such ships. I don’t know how that story ended, but it seemed to me quite a risk to accept for a short-term cost saving.

I pondered for a while and then continued my meal, returning to the contents list to see what else caught my eye. Page 68: Google—Don’t be ugly. The article explained why investors were rushing to get their hands on Google stock. A key reason was because its Android mobile operating system is winning millions of new customers. Why? …because its design has become much slicker.

In typical, concise Economist style, the article concluded:

… the fact remains that Google is getting better at design faster than Apple is mastering the kind of web services that have made its rival so successful. And the stock market has noticed.

And the stock market has noticed. There it is. The stock market. Investors. So, in the case of Google, investors had noticed that good design—more precisely, good design for the user—is a good investment. While the asteroid mining company wanted to attract investors by forgoing expensive testing, which was seen as an unnecessary overhead, not worthy of investment.

There is something not right here. Why do asteroid mining investors not get it that testing and design go hand-in-hand? They are part and parcel of the same thing. You don’t get world-class products or performance if you don’t invest in both. Look at Apple. Or Dyson.

So who is this book for? My main target readers are the executives, engineering managers, project managers and others who make decisions and trade-offs about what activities to carry out and what to spend money on in carrying out their capital projects. I also hope the technical content will be of value to the designers, engineers and operations people who actually deliver projects.

Though the book is really for investors in the oil and gas and other safety-critical process-based industries— people who put money at risk in the hope of generating a satisfactory financial return. In the greatest part of the private market—at least the part that executive-level decision makers take most seriously—that means the professional fund managers and other financial professionals who constitute the market. The individuals who control seriously large sums of capital and can apply significant pressure to the boards of private companies. Often, they are the executives of oil and gas companies themselves; because of the huge amounts of capital involved, many operations are joint ventures, either between private companies or between private companies and national governments (or the national oil companies they set up to manage their natural assets).

The book is also for the financial press and the insurance industry. The journalists whose role in international capital is to investigate, monitor and report on the activities and performance of the sector. And the insurance companies who underwrite risk in the industry, for whom incidents involving major damage to assets, environmental damage and/or personal injury can represent significant loss. The book contains many stories and examples illustrating how the failure to achieve a reasonable standard of HFE in design can be a significant contributor to incidents. Similar lessons have been learned from investigations into numerous incidents stretching back over many years. Given the damage to shareholder return that can be involved, I find it surprising that the investors who own the companies, and the financial journalists who investigate and report on them, have not been more insistent that these lessons are learned and that action is taken to properly implement them. In fact, I find it remarkable that neither the financial press nor the insurance industry has yet shown a greater interest in the arguments I set out in this book.

I hope to raise awareness among investors about what I argue is a source of a significant loss of return on their investments. By doing so, I hope that business leaders will, at shareholder insistence, pay more attention to the ensuring that the principles of HFE are adequately applied to the design and operation of their assets. And, while the underlying theme of the book is the improvement of financial returns on shareholder investments, improved application of HFE will also lead to significant improvements in safety, health and environmental performance across the industry. The impact of human factors on health and safety has been recognized and understood for many years. What has not been adequately recognized, and has not yet been given the attention and resources it deserves, is the critical role that engineering design plays in encouraging safe behavior and avoiding unintentional human errors at the work site.

The book is not written for the academic community, although I hope that applied researchers might find some of it to be of interest. I have tried to ensure the book is grounded in good science, but I have also taken the view that, on balance, it is more important to present the lessons gained from experience along with the evidence, insights and findings available from incident investigations. Perhaps the many examples and applied experience described in the book will encourage more opportunities for improved communication between scientists and researchers on the one hand, and engineering and operational communities on the other. If the material is presented in the right way, there is a great deal that this latter community can gain by making better use of the knowledge and insights available in the academic worlds of applied psychology, human factors and ergonomics.

In summary, the book is likely to be of most valuable to the managers, engineers, designers and operations people who actually work on and deliver capital projects across the industries. Though it is really for the investors and their representatives who make decisions about how money is invested in technology-based enterprises.

Why is this news?

I am essentially an applied scientist: my background and main professional interests lie at the interface between psychology and engineering. And, as with most people who become involved in the discipline of human factors, I am passionate about what I do: I really believe that applying the knowledge and techniques from HFE is a good thing. It’s good for investors and it’s good for society at large. In his 2004 book The Human Factor [1], Kim Vicente, a highly regarded Canadian academic, draws on many compelling stories and incidents that illustrate the impact of human factors on society. HFE is an especially good thing for the front-line workers around the world for whom the risk of injury or worse can be significantly reduced when proper consideration is given to human factors in design.

Oil and gas companies are among the largest corporations in the world. Even outside the global majors, their leaders run challenging operations—commercially, financially, technically, legally, politically and culturally. These are intelligent, experienced and capable people with decades of experience in their businesses. And they are nearly always well informed, supported by well-resourced organizations with access to vast quantities of real-time operational and financial data.

So, why has an applied scientist written a book arguing that these same business leaders and the companies they run are missing something that is directly impacting their most fundamental objective: to deliver the best return they can to their investors? There are at least three reasons:

• Industry is not good at investigating the human contribution to incidents —whether affecting health, safety, the environment or production. As a result, industry has not generally recognized the contribution that design-induced human error makes to loss of production.

• Although, in a general sense, human factors are now widely recognized across the industry as a significant risk to industrial safety (both personal and process safety), the industry has largely focused its attention and energies on leadership, safety culture and behavior-based solutions. The general opinion of industry leaders has been that human reliability will be improved—and errors, mistakes and unsafe acts will be prevented—if the workforce can just be encouraged, or forced, to behave safely and to stop behaving unsafely. There is clearly a great deal of value in this approach, as many safety leadership and behavior-based safety initiatives have demonstrated across many industries around the world. Yet, there has been a lack of appreciation of the extent to which the behavior of people at the operational sharp-end is shaped, or facilitated, by the design of the physical and the organizational world they work in. That is the central argument of this book.

• By definition, new capital projects involve putting shareholder money at risk in the hope of generating future returns. Because capital needs to be put at risk, the pressures to complete projects as quickly as possible, risking as little capital as possible, are always significant. So anything not considered essential, or which must be paid for up front out of investors capital, inevitably comes under extreme scrutiny. Unfortunately, much of HFE often falls into that category of things that are not considered essential in project engineering.²

Human beings have physical, psychological and social needs and limitations that influence their approach to the work they do, as well as how safely they perform that work. These needs and limitations must be taken into account and reflected in how workplaces are designed and laid out. This concept can be foreign to senior leaders, however; it is not usually encountered as a part of the education or experience that got them into a position of leadership. Yet, these needs and limitations make significant contributions to incidents resulting in worker injury or death, as well as equipment and environmental damage. Such incidents mean increased cost, lost opportunity and lost return on investment.

I have set out in this book to share some of my personal experiences and to present examples of things I have seen or learned in the course of my professional career over nearly four decades. It is a personal book, written largely in the first person, though drawing on published science, incident investigation reports and other material as appropriate. It includes content from my reviewers who have, on occasion, generously supplied their own stories and examples in order to help illustrate the narrative. And it draws on things I have learned from many colleagues, including project managers, technical safety specialists and other engineers and operations personnel, as well as human factors professionals, about how to make sure the money that is invested in human factors is spent wisely. I thanked some of them in the acknowledgments, and I thank all of them here.

That being said, the book expresses my personal opinions about how and why some things go wrong and my personal suggestions about how some of these things can be improved. If these opinions do not align with the state of science, academic thinking or the view of companies, regulators, or other professionals, that is fine. They are my opinions, based on my education and my experience. Take them or leave them. I do, however, hope to persuade readers that providing adequate time, attention and resources for HFE in capital projects is a sound way to spend investors’ money.

On my opinions

The book expresses many opinions, some of which may appear to be critical. What is the basis for these opinions? Am I suggesting that the industry as a whole is deliberately ignoring these issues? That it is deliberately failing to prioritize human factors issues that are important to incorporating safety and reliability in the design of facilities? Of course not. In my experience, the industry cares deeply about safety and environmental protection. Companies can sometimes go to extraordinary lengths to implement controls to mitigate risks. And, of course, it is easy to find fault with hindsight.

The opinions I express reflect what I believe is a widespread lack of awareness and understanding of the complexity of human performance and of the perceptual and psychological processes that underpin it. This lack of awareness pervades the communities that set the targets and make the big decisions that shape industry, as well as those responsible for deciding how to achieve those targets. In part, this lack of understanding reflects the gulf between the scientific and academic communities that possess deep knowledge of human performance and the psychology that drives it and the stakeholders in the industry who can benefit by accessing that knowledge and using it in decision making and engineering design. Prior to working in oil and gas, I spent many years as a human factors consultant working on projects across the maritime, defense, aviation, nuclear and rail industries. I was, and still am, surprised and disappointed at how little research—fundamental or applied—and teaching address the human reliability issues facing the oil and gas industry. Anyone who has searched the conference proceedings and other publications of professional organizations such as the International Ergonomics Association, the Human Factors and Ergonomics Society or the Ergonomics and Human Factors Society will be aware of how relatively little human factors research has been conducted for the oil and gas industry. They will also recognize how few academics,³ researchers or consultants have experience—or, seemingly, any interest—in these issues, as compared to defense, aviation, rail or, increasingly, medicine.

So, the opinions expressed reflect what I believe is a lack of awareness and understanding, rather than any intentional oversight, on behalf of the industry. They don’t apply to the whole industry all of the time: some companies are far more advanced and sophisticated in managing human factors than others. The quality of HFE on projects and in operational management can also vary enormously, both within companies and between them. But my opinions certainly apply to some organizations some of the time. They may indeed apply to some organizations all of the time. And, if my opinions appear critical, it is only because I believe there is a large opportunity for learning and improvement. If that opportunity is taken and the learning is implemented, organizations can make a significant improvement in safety and environmental management, while improving production and return on investment.

Reference

[1] Vicente K. The human factor: revolutionising the way we live with technology. New York: Routledge; 2004.

¹ I have not been able to verify the accuracy or attribution of this quotation, but it is has been circulating on the internet for some years.

² Shell is one of the few exceptions being the only oil and gas major to have adopted a mandatory global requirement across the entire group that the principles of HFE are to be applied on its capital projects.

³ There are some notable exceptions, such as Professor Rhona Flin at Aberdeen University and Professor Andrew Hopkins of the Australian National University among others.

Acknowledgments

The seeds of this book were sown in early 2007 in an email exchange I had with the late Harrie Rensink. I was working as a consultant for Shell, delivering a human factors engineering (HFE) training course at its Port Dickson refinery in Malaysia. Harrie was in the Netherlands, undergoing treatment for cancer. We, and others, had often discussed the need for a book that could give our trainees more practical background and advice on implementing HFE on Shell’s capital projects, than was available in existing books, technical standards and design guides. So we concluded we should write the book ourselves. The fruits of the ideas sown then are in your hands now. Unfortunately, Harrie passed away in the middle of that year. But I fully acknowledge the debt I owe him, not only for the concept for this book but in so many other ways.

I am delighted to acknowledge many people for their contributions in getting this book out of my head and into publication. The most significant have been my three technical reviewers who have read and commented on drafts of each chapter as they have evolved: Neville Moray, Gerry Miller and Bert Simmons.

As Head of Department and Professor of Psychology during my undergraduate days at the University of Stirling from 1976 to 1980, Neville Moray bears a significant responsibility for my having chosen to seek a career in human factors. I had originally applied to the university to study marine biology¹ and only planned to take psychology as a minor subject for a year to fulfil the necessary credits. Neville’s teaching sparked my interest in the psychology of human performance, and has sustained my professional career over the subsequent years. Neville patiently reviewed and provided sage advice on the academic and scientific content of the book where it was needed. His patience in dealing with my inability to use apostrophes is particularly appreciated. Any scientific errors that remain in the book are entirely my own.

Although I narrowly missed the opportunity to work with Gerry Miller some years ago, I have respected and admired his work for a long time. Gerry is the most prolific writer and producer of guidance, cases studies and other material on the application of human factors to the design of offshore platforms, as well as marine and other industrial systems I know. His reputation among those knowledgeable about human factors in the oil and gas and maritime industries in the United States is second to none. Gerry enthusiastically accepted the invitation to act as one of my reviewers, and has provided detailed and thorough comments and suggestions on every chapter. He generously offered more examples, photographs and stories from his seemingly endless collection when he thought they could illustrate and support my narrative than I had room for. In various places in the book I refer to an HFE specialist. Often, Gerry was that specialist.

In 2005, Bert Simmons was, perhaps reluctantly, thrown into the position of overseeing the implementation of HFE on one of the largest capital projects the oil and gas industry had undertaken up to that point. At the time he had nearly 30 years of experience as an operator. Bert quickly realized that HFE offered the opportunity to influence thinking about the design of the new plant in order to ensure that the generation of operators to follow him would not experience the design-induced frustrations, risks and discomforts that had been a daily part of his own working life. Since then, Bert has completed HFE training and has developed into a very capable HFE practitioner in his own right. I have greatly valued Bert’s comments and suggestions on the text, as well as his willingness to share personal stories and experiences that illuminate and illustrate the themes of the book.

I am deeply indebted to many other people for their suggestions and comments on drafts of specific parts of the book, as well as for their support and encouragement to complete the work. My friend and former colleague Johan Hendrikse has been a constant source of support and encouragement since the book was originally conceived with Harrie back in 2007. Johan is among the most committed, most experienced and most self-effacing human factors professionals I have had the pleasure to work with. I owe him a great debt for everything he has taught me about the physical ergonomics of oil and gas facilities. If anyone (other than Gerry Miller) knows more about the ergonomics of valves, stairs and ladders, not to mention the many other pieces of hardware that keep the industry going, I have yet to meet him. In the book’s original conception, Johan would have been a joint author, or at least significant contributor. It would have been a far finer work if he had been able to contribute fully.

I am also grateful to John Wilkinson, John Thorogood, Barry Kirwan, Kirsty McCullogh, Cheryl MacKenzie, Gordon Baxter, Dal Vernon Reising, Colin Grey and Colin Shaw, among others, for their comments and suggestions or for suggesting material to support individual chapters or sections.

The book was largely written in two libraries. I’d like to thank the University of St. Andrews for allowing me access to its library, as well as the City of Glasgow for the wonderful Mitchell Library. I am also indebted to Heriot-Watt University, where I hold an honorary position, for access to the university’s on-line information services.

Last, but far from least, I am indebted to my family, Kath, Fraser and Ross, for their love and support. And simply for being themselves.

¹ My ambition was to work for Jacque Cousteau on his research ship Calypso.

1

Introduction

Abstract

This chapter provides an introduction to the main argument of the book—that design-induced human unreliability is a significant factor leading to major incidents and lost production across the oil and gas, process and related industries. Human Factors in the design of work systems is one of three pillars of safety and reliability alongside leadership, culture and behavioral safety, and fitness for work, competence, training and organizational systems. Human factors in design has, to-date, received significantly less attention than the other two pillars. The chapter provides definitions of human reliability and design-induced human unreliability in terms of organizational expectations and the application of existing Human Factors standards to the design of work systems. The chapter summarizes the structure and content of the book.

Keywords

Human factors

Human and organizational factors

Human factors engineering

Design-induced human unreliability

Human error

Human reliability

There are many causes and contributors to loss of human reliability in safety-critical activities. Table 1.1 summarizes three different views of the range of factors that need to be managed to reduce the potential for human error contributing to major accidents.¹ The left-hand column lists some of the Human and Organizational Factors Key Topics identified by the UK Health and Safety Executive [2]. These form the basis of the HSE's expectations about the scope of human-related risks that need to be managed at sites that have the potential for major accidents. The middle column contains a proposal for nine Human Factors Elements that if not adequately controlled in the design, construction, and operation of marine vessels and offshore installations can have a direct impact on human performance and human error [3]. The third column is a perspective developed during a summit held by the Society of Petroleum Engineers (SPE) in Houston in 2012 [4]. The summit was attended by around 70 experienced managers, engineers and operators (and a few Human Factors specialists) from across the global upstream oil and gas industry. The third column of the table lists the consensus view of the attendees of the scope of issues that need to be managed to provide assurance that risks from Human Factors will be adequately controlled in future oil and gas exploration and production operations.

Table 1.1

Perspectives on the range of factors influencing human reliability

There is, not surprisingly, a lot of consistency across these three perspectives. The differences reflect the nature of the operations and priorities, as well as the organizational experience, commercial and contractual responsibilities and contexts represented. For example, the SPE list reflects the complex and dynamic contractual environment in oil and gas exploration activities, as well as the recent knowledge gained from the investigation into the 2010 loss of the Deepwater Horizon drilling platform in the Gulf of Mexico.

Although the range of factors contributing to the loss of reliability is undoubtedly large, this book focuses on one identified by all three organizations (among many others), that has to date received significantly less attention than it justifies: human factors in design. That is, the influence the design of technological systems and the working environment has on the ability of people to behave and perform safely and reliably without putting their health and safety at risk.

The contribution of human performance to major accidents is widely recognized and has been investigated and studied in great depth. Investigations into major accidents regularly conclude, usually among many human and organizational factors, that issues related to the design of the work environment and/or equipment interfaces contributed to the loss of human reliability. They frequently identify inadequate attention having been paid to the needs of the people who are expected to monitor, inspect, operate or maintain equipment when facilities and equipment were designed: i.e., the errors were, to at least some extent, design-induced. Many, perhaps the great majority, would not have happened if the engineers, designers, manufacturers and construction teams involved in the design and implementation of the assets had complied with what has been widely recognized for many years as good practice in Human Factors Engineering (HFE).

The argument that design-induced human error is a significant contributor to major industrial accidents should not be news to anybody who takes an interest in safety. It is, however, surprising that so little progress has yet been made in learning those lessons and routinely designing facilities in such a way that the incidence of design-induced human error is substantially lower than it actually is.

The same lack of attention to Human Factors in design that leads to the losses associated with major accidents is also behind the large number of daily operational incidents and mishaps that cause assets to fail to operate at their intended rates of production. No one gets hurt, nothing gets spilled, and, often, nothing gets reported. But the asset has lost production, and each time, across the business, investors have lost a little more of the potential return on their investment. The nature of the errors involved is virtually the same whether the outcome is a health, safety or environmental incident or a loss of production.

This book makes two claims: First, the amount of return on investment being lost—or the return that is not being generated—is significant (certainly significant enough to justify improvement). And, second, that by applying the scientific and technical knowledge and complying with the technical standards that have been available for a long time, and by developing a better understanding of the psychology of human performance, not only can health, safety and environmental control be improved, but also the return investors receive from the assets they own can be enhanced significantly.

What is reliable human performance?

Here’s my definition of reliable human performance:

Reliable human performance means the standards of behaviour and performance the people responsible for designing, planning and organizing operations expected when they made decisions about the role of people in assuring the safety and reliability of their operations.²

By contrast, loss of human reliability refers to situations in which the way people actually performed or behaved was not consistent with the organization’s expectations.

So reliable human performance is simply the performance that was expected. It does not need to be defined against any absolute benchmark such as predicted failure rates or other metrics. No organization tasked with running hazardous operations expects the people they are relying on to fail. Or, if they do anticipate human failure sometimes, other precautions (controls or barriers are generally the terms currently used) will have been put in place to prevent that failure leading to an incident. To do otherwise would surely be negligent.

When things go wrong, it is common for incident reports and commentators to talk about the gap between what people did and what was expected. Indeed, defining the difference between the expected outcome and what actually happened is central to some investigation processes. So defining human reliability relative to those expectations fits comfortably with how much of industry thinks about the role of people in systems, as reflected in the kind of language that is widely used.

Professor Jim Reason, the inventor of the Swiss Cheese model of accident causation, defines a human error as being:

…all those occasions in which a planned sequence of mental or physical activities fails to achieve its desired goal without the intervention of some chance agency. [5] p. 10.

In the same way that planning is central to human error at the individual level, expectations are central to human reliability at the organizational level. Although it may not be scientifically or theoretically rigorous, defining human reliability and unreliability relative to organizational expectations leads to a number of practical benefits:

• It avoids the need to make fine judgments about plans, goals, skills or the mediating influence of chance or other factors in shaping the results of the activities.

• It avoids a number of issues around the use of the term human error—not least when judgments, decisions, behaviors or actions lead to an undesirable outcome in one situation whereas in another situation when exactly the same activities are involved, no undesirable outcome occurs due to the intervention of other factors.³ The performance or behavior was identical, yet in one situation it was considered an error while in the other it was not.

• It moves the focus away from looking at how and why the individuals involved failed and on to asking why the organization’s expectations turned out not to be valid in the circumstances that prevailed at the time. The responsibility moves to the organization to challenge its expectations about what people will and can do in real-world situations, to ensure those expectations are realistic and that measures have put in place to ensure they have a reasonable chance of being met.

• More practically, it suggests straightforward and practical approaches to ensuring sufficient action is taken during the development of facilities to deliver the expected levels of human reliability. This is also the case when lessons need to be learned about how and why human reliability was lost and what needs to be done to improve. (Examples of these approaches both during design and in incident investigations are discussed in some detail in Parts 4 and 5, respectively).

People are, usually, reliable

Assets, equipment and systems can never be perfect. Perhaps the most important and widely held expectation is that well-trained, experienced and motivated people, with good leadership, working in a strong safety culture and provided with good procedures and work practices, will usually be able to work with and around the imperfect facilities and systems they are provided. And that they will be able to do so without compromising health, safety and environmental standards or production targets, or putting the organization’s reputation at risk. In the great majority of cases, that expectation is reasonable.

Jens Rasmussen is one of the most widely respected and influential engineering psychologists of recent decades (and the inventor of the widely used Skill/Rule/Knowledge framework of human performance and decision making [6]). One of Rasmussen’s many insights into the role of people in complex systems is his view of the human as a flexible and adaptive element that finishes the design of the technical system he or she operates; i.e., after the design engineer has finished designing and implementing the system, the design is completed by the behavior of the operator. There is a mutual dependency between the engineers and designers of a facility and the operators who work with what they produce.

Eurocontrol, which has been responsible for air traffic management across Europe since the 1960s, recognizes the need to move away from viewing people as a liability or hazard to safety. In a white paper published in 2013 [7], Eurocontrol notes that the traditional view of people in safety management:

…does not explain why human performance practically always goes right. The reason that things go right is not people behave as they are told to, but that people can adjust their work so that it matches the conditions. As systems continue to develop, these adjustments become increasingly important for successful performance…. Safety management should therefore move away from ensuring that ‘as few things as possible go wrong’ to ensuring that ‘as many things as possible go right. [7], p. 3.

Eurocontrol calls this perspective Safety-II. The standard of reliability—both human and system—demanded in air traffic management is significantly higher than in oil and gas and most other process operations (with the exception of nuclear activities). Nevertheless, the message that humans are usually able to adapt and perform to high standards, often assuring safety despite system failures, is equally true of most industries. People are probably the most resilient and robust element of any socio-technical system, capable of immense feats of adaptation, working around problems and finding creative solutions to novel, unforeseen and unexpected difficulties.

Although the expectation of human adaptability has repeatedly been proven to be correct most of the time, it is not true all of the time. And the frequency with which it is not true for reasons that are attributable to decisions taken during the course of developing assets and preparing for operations is far greater than the industry is generally aware. Organizations that are serious about running their operations in such a way that no one gets injured, everyone goes home safely and there are no spills can make a major step toward those aspirations by seriously challenging their own expectations.

The question of what an organization expected of human performance is a theme that will be developed throughout the book, most deeply in Parts 4 and 5. It leads to some powerful ways of thinking about, understanding and managing the risks of loss of human reliability.

Three approaches to ensuring human reliability

Human reliability needs to be addressed on three fronts:

1. By leadership and development of an organizational culture in which safety and reliability are highly valued by everyone involved in an enterprise, from the most senior leadership downward. That includes implementing programs and working practices that encourage, support and reinforce safe behaviors in the work place;

2. By ensuring facilities are manned by personnel who are fit to work, properly supervised and organized and have the necessary skills and knowledge to work safely and effectively. That includes both the technical skills to perform their assigned technical tasks, and the nontechnical skills (situation awareness, decision making, interpersonal skills, etc.) to enable them to work effectively in a team environment.

3. By designing and implementing the working environment and the interfaces to the tools and equipment used to support and perform work in ways that are consistent and compatible with human strengths and limitations.

Over the past two decades the first two of these have received significant attention, energy and resources. That energy was reinvigorated in particular by the investigations into the two major incidents suffered by BP in the United States in the first decade of the twenty-first century: at the Texas City refinery in 2005, and in the Gulf of Mexico in 2010. The Baker Report [8] was produced after the U.S. Chemical Safety Board made its first ever urgent safety recommendation to BP early in its investigation of the Texas City incident. The findings and recommendations have been influential in stimulating improvements in safety leadership and safety culture not just in BP, but across the global oil and gas industry. The investigations into both incidents—as is so often the case—also found that issues to do with the design of the working environment and equipment interfaces had contributed to the ways the operators had behaved and the decisions they made in the events leading up to the incident. They were not the principal or the most significant issues, but they contributed. It is entirely conceivable that if they had not existed, the incidents would not have occurred. Despite this, compared with the effort that has gone into safety leadership, safety culture and behavioral-based safety, relatively little attention, effort and resources are put into reducing the potential for future incidents by improving Human Factors aspects of design.

The third of the three approaches—engineering and design of the working environment and equipment interfaces—is the single strongest defense against human unreliability. Although it can be difficult, if not financially impossible, to justify implementing design changes to existing facilities, initiating improvement in the application of HFE to the design of new plant and facilities now will generate significantly improved safety as well as business performance for the long-term future of the industry. It’s a good investment.

Design-induced human unreliability

This book is about what can be done during the course of capital projects, when facilities and equipment are being designed, specified, manufactured, constructed and made operational, to try to ensure that the level of human performance achieved when the facility is operational will be as high and as consistently reliable as it reasonably can be. Or, at least, that the standards of human performance expected by the organization that owns the facility can realistically be achieved throughout its expected design-life.⁴

By the term design-induced human unreliability, I mean to refer to situations where either:

a) the unwanted or unexpected performance or behavior was strongly influenced (was facilitated) by the way the work environment, equipment interfaces and/or the supporting systems, procedures or job aids associated with the human performance were designed or implemented; or,

b) expectations or assumptions about human performance or behavior made or held during the design and development of the facility, equipment or systems were unrealistic or unreasonable. And they were unrealistic or unreasonable in ways that were knowable and could have been avoided had they been adequately challenged when they were made.

Both of these are within the scope of influence and control of capital projects. The potential for incidents of design-induced human unreliability can be significantly reduced by paying adequate attention to Human Factors; throughout the planning and implementation of capital projects; in the transition of a facility from a project to operations; and in the management of change during the operational life of facilities.

Investigating the human contribution to incidents

Industry now has a relatively good and broad awareness of how to apply physical ergonomics in design; i.e., to design, lay out and construct equipment and the working environment in ways that are compatible with the size, strength and sensory capabilities of the expected workforce, and that don’t expose people to unnecessary health risks, such as musculoskeletal injury, or hearing damage.

By contrast, the industry has a relatively poor understanding of how to apply what is sometimes called cognitive ergonomics in design; i.e., to design and lay out equipment and the working environment in ways that support the perceptual and psychological processes involved in understanding the state of the world, reasoning about it and making decisions, assessing risks and formulating plans and intentions about what to do. Unfortunately, it is these cognitive elements, rather than the physical ergonomics, that are most often implicated most deeply in incidents. There is a need to improve awareness of:

• the extent to which design influences behavior;

• the psychological and cognitive basis of much of the work performed in operations and how to support these processes by good design;

• the impact design-induced human unreliability has on the industry in terms of health, safety, environmental damage, lost production as well as reputational damage;

• how to get HFE in design right, as well as the value and return on investment that it can deliver.

The industry has not been good at investigating the contribution of human factors—and specifically design-induced human unreliability—to incidents. This has been widely recognized for some time by both operating companies and regulators. For understandable reasons, the industry has long sought simple, structured approaches to investigating the human contribution to incidents that can be widely applied without needing an extensive background in the human sciences. Although there have been many attempts to develop such approaches, to-date they have had limited success. Or at least, their success is limited when such methods are taken out of the hands of individuals with the knowledge and experience of Human Factors or Applied Psychology needed to apply them effectively.

It is now common practice for incident investigators to receive training on human error and human error investigation techniques. In reality, however, that training rarely comes close to providing the depth of understanding of the psychology of human performance needed to be able to properly investigate the human contribution to other than simple incidents. Human performance depends on perceptual and psychological processes and emotional states that are far from trivial. Most significant human errors, or, rather, the reason why trained and experienced people make them, are not simple. Professor Jim Reason’s Swiss Cheese model of accident causation, and his related categorization of human errors as slips, lapses and mistakes [4] are now ubiquitous. However, they have been of significantly less value in understanding why the errors happened, as opposed to simply putting a label on what happened.

Front-line personnel usually know most of the design problems that can affect their ability to