2005 ibc - managing risks of control room operations
TRANSCRIPT
Contents
Importance of understanding what really happens in a control roomHow technology has changed operators’ jobsProtecting the health and well being of control room operatorsManaging major hazard and process risks.
What is a control room?
Changes in the Control Room
New technologyMore automationLess peopleMore remoteA different job
More passiveMore lonelyMore responsibility.
What do Control Room Operators do?
Control – monitor – operateNormal Situations
Communication - face to face including handoversOther communication - radio/telephoneAdministrative tasksEat mealsIssue permits-to-workTraining - themselves and others.
What do Control Room Operators do?
Emergency situationsRaise the alarmNotify emergency servicesCo-ordinate communicationKeep the logAccounting for personnelMonitor process for escalation.
Task Analysis
Separator tasks
Start up unitStart/stop individual pumpsOpen/close wellsWater wash separatorRespond to unit trip
HighLowMediumMediumHigh
Criticality
Hierarchical Task AnalysisWater wash
production separator
2.1 Put override on
2.2 Start wash water pump
2.3 Open wash water inlet valve
2.4 Put flow control valve on manual
2.5 Open flow CV to maximum
SS CRFO CRFO
1. Line-up water to separator
2. Start washing
3. Monitor water outlet for oil
4. Return to normal
Plan: Do 1 then 2Do 3 until water is clearThen do 4
Managing risksIdentify hazards
Assess risks
Identify controls
Is the risk Tolerable?
Hierarchy of control 1. Remove hazard 2. Reduce hazard 3. Hardware control 4. Software control + Mitigation
As Low As Reasonably Practicable
Implement controls
Yes
No
Potential hazards
Normal office – slips, trips and fallsLack of physical activityMental exertionExternal events – fires and explosionsOperating errorsFailure to detect, diagnose and respond to abnormal events.
Additional factors to consider
Shift workDifficulty in taking quality breaksHigh demand events – acute stressKnock-on effects of operating remotely when protecting against external eventsInterfacesUse of automation.
Assessing the risks
Three HSE publications that can helpHuman factors aspects of remote operations of process plant (CRR 432/2002)Assessing the safety of staffing arrangements for process operations in the chemical and allied industries (CRR 272/2001 + user guide from Energy Institute 2004)Different types of supervision and its impact on safety in the chemical and allied industry (RR 292/2004).
Remote operations
Location of the control roomMethods of communication – especially when not face-to-faceInterface – differences between old panels and modern VDUAutomationTeam arrangements.
Staffing assessment
The ‘physical’ ability to detect, diagnose and recover from scenario’s in time to prevent accidentsWillingness to initiate scenario recovery actionsTraining, development, roles & responsibilitiesTeamworking and the role of support staff outside of the ‘normal’ teamManagement of organisational changeManagement of safety.
SupervisionManagement functionPerformed by one or more people, within and/or external to the teamHas been overlooked in recent yearsMany control room operators perform supervisory activities.
Rotating leadership
Coach / mentor
Team appointed
leader
Management appointed
leader
Traditional hierarchy
True SMT
Supervision is team led
Supervision is management led
Common themesOver reliance on informal trainingInadequate refresher trainingToo many distractions in control rooms
Nuisance alarmsVisitors, contractors, day staff
No control on shift swaps, overtime, breaks etc.Very passive approach to stress and fatiguePoor management of the safety implications of organisational change (including staffing levels)Failure to consider human factors when automating.
Nature of the Control Room Job
Features that make a job satisfying
The Modern CRO
Skill variety Lots of monitoring, not much action
Task significance Lots of automation - CRO responds when things go wrong
Task identity CRO responsible for large number of plants/systems
Autonomy Minimal - working to very tight specifications
Task feedback Aim is to avoid upsets and incidents
Man against the machine
Humans are better atDetecting small visual or acoustic signalsPerceiving patternsImprovisingBeing flexible in approachExercising judgement
Machines are better atResponding quickly to control signalsApplying force smoothly and preciselyPerforming repetitive tasksHandling highly complex situations
Basis for Automation
Potential benefits of automation identified
Only technical aspects considered (no human factors)
Possible to demonstrate adequate technical and human performance
Human performance and well-being actively considered
Continuous consideration of the whole socio-technical system
Fatigue management
Working environmentLight, heating, ventilation
Provision for breaksRooms and facilitiesTeam size and structure
Shift patternsControl of hours worked
OvertimeShift swaps
Other considerations
Interface designAlarms and graphics – consider together
CommunicationsEspecially where face-to-face is not possible
ProceduresA help to the operator?
Training and competenceSupervision
Conclusions
Control Room Operator job has changedOperating is more passive - but operators do a lot more than just operateAssessments using different methods identify recurring themesRoot cause of problems is usually adoption of new technology without consideration of human and organisational factorsThe control room operator role is usually one of the most critical
ReferencesRemote Operations
HSE CRR 432/2002www.hse.gov.uk/research/crr_htm/2002/crr02432.htm
Staffing AssessmentHSE CRR 348/2001 www.hse.gov.uk/research/crr_pdf/2001/crr01348.pdf
Staffing Assessment user guideEnergy Institute User Guidewww.energyinst.org.uk/humanfactors/staffing
SupervisionHSE RR 292/2004www.hse.gov.uk/research/rrhtm/rr293.htm
Additional Reference
Task AnalysisHuman Factors Assessment of Safety Critical TasksOffshore Technology Report OTO 1999 092http://www.hse.gov.uk/research/otopdf/1999/oto99092.pdf