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Provides clear and simple instructions for integrating Human Factors principles and practices in the design of processes and work tasks Human Factors, the science of interaction between humans and other elements of a system, draws from disciplines such as psychology, ergonomics, anthropometrics, and physiology to understand how and why people behave and perform as they do--and how best to support them in performing tasks. The goals of the Human Factors approach are to improve human reliability, minimize the risk from human error, and optimize the working environment, human wellbeing, and overall system performance. Human Factors Handbook for Process Plant Operations guides supervisors, managers, and engineers on incorporating Human Factors principles and practices into plant maintenance and operations. With thorough and accessible coverage of all Human Factors topics of relevance to process industries, this easy-to-use handbook uses real-world anecdotes and case studies to demonstrate effective training and learning, task planning, communications, emergency response, risk and error management, and more. Throughout the text, the authors offer valuable insights into why people make mistakes while providing advice on how to help workers perform their process operational tasks successfully. Explains all essential Human Factors concepts and knowledge with clear descriptions and illustrative examples Offers actionable advice and models of good practice that can be applied to design, process operations, start-ups and shut-downs, and maintenance Addresses job aids, equipment design, competence, task support, non-technical skills, working with contractors, and managing change Discusses how lack of Human Factors considerations during the engineering design phase can adversely affect safety and performance Describes how to use indicators to both recognize and learn from human error and performance issues Written by highly experienced operating and maintenance personnel, Human Factors Handbook for Process Plant Operations is an indispensable resource for everyone involved with defining, planning, training, and managing process operations, maintenance, and emergency response in the food, pharmaceutical, chemical, petroleum, and refining industries. The missions of both the CCPS and EI include developing and disseminating knowledge, skills and good practices to protect people, the environment, and property by bringing the best knowledge and practices to industry, academia, governments and the public around the world through collective wisdom, tools, training and expertise. The CCPS, an industrial technology alliance of the American Institute of Chemical Engineers (AIChE), has been at the forefront of documenting and sharing important process safety risk assessment methodologies for more than 35 years and has published over 100 books in its process safety guidelines and process safety concept book series. The EI's Technical Work Program addresses the depth and breadth of the energy sector from fuels and fuels distribution to health and safety, sustainability and the environment. The EI program provides cost-effective, value-adding knowledge on key current and future international issues affecting those in the energy sector.

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Provides clear and simple instructions for integrating Human Factors principles and practices in the design of processes and work tasks Human Factors, the science of interaction between humans and other elements of a system, draws from disciplines such as psychology, ergonomics, anthropometrics, and physiology to understand how and why people behave and perform as they do--and how best to support them in performing tasks. The goals of the Human Factors approach are to improve human reliability, minimize the risk from human error, and optimize the working environment, human wellbeing, and overall system performance. Human Factors Handbook for Process Plant Operations guides supervisors, managers, and engineers on incorporating Human Factors principles and practices into plant maintenance and operations. With thorough and accessible coverage of all Human Factors topics of relevance to process industries, this easy-to-use handbook uses real-world anecdotes and case studies to demonstrate effective training and learning, task planning, communications, emergency response, risk and error management, and more. Throughout the text, the authors offer valuable insights into why people make mistakes while providing advice on how to help workers perform their process operational tasks successfully. Explains all essential Human Factors concepts and knowledge with clear descriptions and illustrative examples Offers actionable advice and models of good practice that can be applied to design, process operations, start-ups and shut-downs, and maintenance Addresses job aids, equipment design, competence, task support, non-technical skills, working with contractors, and managing change Discusses how lack of Human Factors considerations during the engineering design phase can adversely affect safety and performance Describes how to use indicators to both recognize and learn from human error and performance issues Written by highly experienced operating and maintenance personnel, Human Factors Handbook for Process Plant Operations is an indispensable resource for everyone involved with defining, planning, training, and managing process operations, maintenance, and emergency response in the food, pharmaceutical, chemical, petroleum, and refining industries. The missions of both the CCPS and EI include developing and disseminating knowledge, skills and good practices to protect people, the environment, and property by bringing the best knowledge and practices to industry, academia, governments and the public around the world through collective wisdom, tools, training and expertise. The CCPS, an industrial technology alliance of the American Institute of Chemical Engineers (AIChE), has been at the forefront of documenting and sharing important process safety risk assessment methodologies for more than 35 years and has published over 100 books in its process safety guidelines and process safety concept book series. The EI's Technical Work Program addresses the depth and breadth of the energy sector from fuels and fuels distribution to health and safety, sustainability and the environment. The EI program provides cost-effective, value-adding knowledge on key current and future international issues affecting those in the energy sector.

Table of Contents

Glossary xxiii Acronyms xxv Acknowledgements xxvii Foreword xxix Part 1: Concepts, principles, and foundational knowledge 1 1 Introduction 3 1.1 What is "Human Factors"? 3 1.2 Purpose of this handbook 4 1.3 Why Human Factors? 7 1.4 The structure of this handbook 9 2 Human performance and error 11 2.1 Learning objectives of this Chapter 11 2.2 An example of successful human performance 11 2.3 An example of unsuccessful human performance 13 2.4 Key learning points from this Chapter 17 3 Options for supporting human performance 19 3.1 Learning objective of this Chapter 19 3.2 Types of human performance 19 3.3 Types of human performance, errors and mistakes 21 3.4 Selecting options for supporting human performance 30 3.5 Key learning points from this Chapter 34 4 Supporting human capabilities 35 4.1 Learning objectives of this Chapter 35 4.2 Attention 35 4.3 Vigilance 36 4.4 Memory 37 4.5 Cognitive capacity 38 4.6 Cognitive heuristics/biases 39 4.7 Key learning points from this Chapter 41 Part 2: Procedures and job aids 43 5 Human performance and job aids 45 5.1 Learning objectives of this Chapter 45 5.2 An example of a major accident 45 5.3 The role of job aids in supporting human performance 46 5.4 Approach to developing effective job aids 48 5.5 Key learning points from this Chapter 52 6 Selecting a type of job aid 53 6.1 Learning objectives of this Chapter 53 6.2 Stage 1: Determining the need for a job aid 53 6.3 Stage 2: Selecting the type of job aid 62 6.4 Electronic job aids 67 6.5 Key learning points from this Chapter 68 7 Developing content of a job aid 69 7.1 Learning objectives of this Chapter 69 7.2 Outputs from task analysis 69 7.3 Outputs from Hazard Identification and Risk Analysis 72 7.4 User involvement 72 7.5 Validation of job aids 74 7.6 Keeping job aids up to date 75 7.7 Key learning points from this Chapter 76 8 Format and design of job aids 77 8.1 Learning objectives of this Chapter 77 8.2 Structure and layout 77 8.3 Navigation 82 8.4 Instructional Language 84 8.5 Pictorial information 87 8.6 Icons 88 8.7 Key learning points from this Chapter 90 Part 3: Equipment 91 9 Human Factors in equipment design 93 9.1 Learning objectives of this Chapter 93 9.2 Definitions 93 9.3 Major accident example 94 9.4 Error traps 96 9.5 How might poor equipment Human Factors cause error? 98 9.6 Example of poor equipment Human Factors 101 9.7 Supporting human performance by good equipment design 103 9.8 Mitigating poor design 111 9.9 Key learning points from this Chapter 113 Part 4: Operational competence 115 10 Human performance and operational competency 117 10.1 Learning objectives of this Chapter 117 10.2 What is competency? 117 10.3 Competency Management 118 10.4 An example of effective Process Safety Competency Management 121 10.5 An example of gaps in operational competency 122 10.6 Competency influencing factors 124 10.7 Key learning points from this Chapter 125 11 Determining operational competency requirements 127 11.1 Learning objectives of this Chapter 127 11.2 Identify and define safety critical competency: overview 127 11.3 Step 1: Identify safety critical tasks 128 11.4 Step 2: Identify required competency 130 11.5 Step 3: Define performance standards 132 11.6 Key learning points from this Chapter 136 12 Identifying learning requirements 137 12.1 Learning objectives of this Chapter 137 12.2 Competency gap analysis 137 12.3 Training Needs Analysis 138 12.4 Key learning points from this Chapter 142 13 Operational competency development 143 13.1 Learning objectives of this Chapter 143 13.2 Good practice in learning 143 13.3 Key learning points from this Chapter 149 14 Operational competency assessment 151 14.1 Learning objectives of this Chapter 151 14.2 Reasons for competency assessment 151 14.3 How to conduct assessment of competency 151 14.4 Reassessment 157 14.5 Managing competency gaps 158 14.6 Competency and learning records 160 14.7 Key learning points from this Chapter 160 Part 5: Task support 161 15 Fatigue and staffing levels 163 15.1 Learning objectives of this Chapter 163 15.2 A fatigue-related accident 163 15.3 Managing fatigue risk 168 15.4 Key learning points from this Chapter 178 16 Task planning and error assessment 179 16.1 Learning objectives of this Chapter 179 16.2 Incident example 179 16.3 Human Factors and task planning 180 16.4 Error assessment within task planning 182 16.5 Key learning points from this Chapter 187 17 Error management in task planning, preparation and control 189 17.1 Learning objectives of this Chapter 189 17.2 Overview 189 17.3 Preventing optimism bias in task planning: scheduling 190 17.4 Assigning safety critical tasks 194 17.5 Distractions and interruptions 195 17.6 Long and low demand tasks 199 17.7 The Human Factors of control of work packages 202 17.8 Team briefings 204 17.9 Human Factors of system isolation 205 17.10 Human Factors of managing interlocks and automatic trips 210 17.11 Key learning points from this Chapter 214 18 Capturing, challenging and correcting operational error 215 18.1 Learning objectives of this Chapter 215 18.2 Failing to spot, challenge, and recover from errors 215 18.3 Why do we fail to capture, challenge, and correct errors? 217 18.4 Coaching people to recognize risk of making errors 218 18.5 Error Management Training 220 18.6 Enabling challenge of task performance 224 18.7 Key learning points from this Chapter 231 19 Communicating information and instructions 233 19.1 Learning objectives of this Chapter 233 19.2 Incident example 233 19.3 Causes of poor communication 234 19.4 Human Factors of communications 235 19.5 Avoiding communication overload 237 19.6 Human Factors in shift handover 241 19.7 Key learning points from this Chapter 245 Part 6: Non-technical skills 247 20 Situation awareness and agile thinking 249 20.1 Learning objectives of this Chapter 249 20.2 What are situation awareness and agile thinking? 249 20.3 Accidents from poor situation awareness and rigid thinking 252 20.4 Causes of poor situation awareness and rigid thinking 253 20.5 Key learning points from this Chapter 256 21 Fostering situation awareness and agile thinking 257 21.1 Learning objectives of this Chapter 257 21.2 Training in situation awareness skills 257 21.3 Practical situation awareness tools and tactics 262 21.4 Recognizing loss of situation awareness 268 21.5 Fostering agile decision-making 270 21.6 Key learning points from this Chapter 275 22 Human Factors in emergencies 277 22.1 Learning objectives of this Chapter 277 22.2 An example accident 277 22.3 Supporting human performance in emergencies 281 22.4 Non-technical skills for emergency response 284 22.5 Key learning points from this Chapter 297 Part 7: Working with contractors and managing change 299 23 Working with contractors 301 23.1 Learning objectives of this Chapter 301 23.2 An accident involving contractors 301 23.3 Human Factors tactics for supporting contractors 304 23.4 Key learning points from this Chapter 307 24 Human Factors of operational level change 309 24.1 Learning objectives of this Chapter 309 24.2 What do we mean by operational level change? 309 24.3 Operational level change and major accidents 310 24.4 Recognizing operational level changes that impact human performance 311 24.5 Managing Human Factors of changes 314 24.6 Key learning points from this Chapter 317 Part 8: Recognizing and learning from performance 319 25 Indicators of human performance 321 25.1 Learning objectives of this Chapter 321 25.2 What are performance indicators? 321 25.3 Identifying human performance indicators 323 25.4 Examples of human performance indicators 324 25.5 Sharing and acting on human performance indicators 332 25.6 Key learning points from this Chapter 333 26 Learning from error and human performance 335 26.1 Learning objectives of this Chapter 335 26.2 The importance of understanding error 336 26.3 Examples of poor learning 338 26.4 Learning in high performing teams 340 26.5 Human Factors of investigating process 341 26.6 Selecting preventive Human Factors actions 356 26.7 Learning 359 26.8 Key learning points from this Chapter 362 Appendices A Human error concepts 373 B Major accident case studies 383 C Human Factors Competency Matrix 397 D Competency performance standards 415 E Learning methods and performance 420 F Situation awareness and behavioral markers 425 G Human Factors change checklist 431 Index 437

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