HUMAN FACTORS MANAGEMENT Mark Wilson Cautionary Statement The - - PowerPoint PPT Presentation

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HUMAN FACTORS MANAGEMENT Mark Wilson Cautionary Statement The - - PowerPoint PPT Presentation

Jul 24, 2023 126 likes •568 views

HUMAN FACTORS MANAGEMENT Mark Wilson Cautionary Statement The following presentation includes forward-looking statements. These statements relate to future events, such as anticipated revenues, earnings, business strategies, competitive

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Mark Wilson

HUMAN FACTORS MANAGEMENT

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Cautionary Statement

The following presentation includes forward-looking statements. These statements relate to future events, such as anticipated revenues, earnings, business strategies, competitive position or other aspects of our operations or

  • perating results. Actual outcomes and results may differ materially from what

is expressed or forecast in such forward-looking statements. These statements are not guarantees of future performance and involve certain risks, uncertainties and assumptions that are difficult to predict such as oil and gas prices; refining and marketing margins; operational hazards and drilling risks; potential failure to achieve, and potential delays in achieving expected reserves or production levels from existing and future oil and gas development projects; unsuccessful exploratory activities; unexpected cost increases or technical difficulties in constructing, maintaining or modifying company facilities; international monetary conditions and exchange controls; potential liability for remedial actions under existing or future environmental regulations or from pending or future litigation; limited access to capital or significantly higher cost of capital related to illiquidity or uncertainty in the domestic or international financial markets; general domestic and international economic and political conditions, as well as changes in tax, environmental and other laws applicable to ConocoPhillips’ business and

  • ther economic, business, competitive and/or regulatory factors affecting

ConocoPhillips’ business generally as set forth in ConocoPhillips’ filings with the Securities and Exchange Commission (SEC). Use of non-GAAP financial information - This presentation includes non-GAAP financial measures, which are included to help facilitate comparison of company operating performance across periods and with peer companies. A reconciliation of these non-GAAP measures to the nearest corresponding GAAP measure is included in the appendix. Cautionary Note to U.S. Investors – The SEC permits oil and gas companies, in their filings with the SEC, to disclose only proved, probable and possible

  • reserves. We use the term "resource" in this presentation that the SEC’s

guidelines prohibit us from including in filings with the SEC. U.S. investors are urged to consider closely the oil and gas disclosures in our Form 10-K and

  • ther reports and filings with the SEC. Copies are available from the SEC and

from the ConocoPhillips website.

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Presentation Aim

‘Introduce you to Human Factors in order to gain understanding

  • f the areas of risk associated with the

human being in the operational environment’

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Human factors presentation contents

Why manage human factors? What are and how to manage human factors?

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Mindset matters………………….

‘Your beliefs become your thoughts, Your thoughts become your words, Your words become your actions, Your actions become your habits, Your habits become your values, Your values become your destiny.’

Gandhi

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Human factors

Why manage human factors?

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Are you fully in control?

Try the following:

  • Cross your right leg over your left
  • Rotate your right foot clockwise
  • Now draw the figure 6 with your right hand
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Task Probability of Failure

Task of a similar nature to process isolation with some independent checking

3 in 1000

Above without independent checking

9 in 1000

Above plus time shortage for error detection and correction

81 in 1000

Human Reliability Estimate*

*older people are less reliable on perceptual tasks

Performance Shaping Factors

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Engineering improvements Human factors management

TRR/Serious Incident/Catastrophe Rate

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1930s 1960s Today

Management systems

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Industry incidents and failure modes

62% 38%

20% 80%

Human Failure Technical Failure

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Descriptions of human and technical failure

Human Failure

…..on doing so he caught his foot and stumbled out of the container

  • nto the deck injuring his left

ankle….. …..the IP got a hit by a small sledgehammer on the outmost part

  • f left thumb……

….. Unauthorised modification to hose fitting in order to achieve seal ….. …. A routine inspection by QA/QC Inspectors discovered blasting

  • perations had been carried out on

a methanol line for which no blast certificates could be identified for the task……..

Technical Failure

……DHSV control line leak on subsea slot 6 resulted in loss of Transaqua HT2 to well annulus….. ….on Slot 21 the hydraulic hose failed…. …lagging materials on the exhaust of a process services mobile pump trailer unit caught fire whilst under

  • peration……

……tripped due to a high liquid level in the amine absorber. While trying to restore production acid froze at the suction to the product pumps…..

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Piper Alpha – 6 July 1988

Procedures – adequacy of permit to work (PTW) procedures, and those related to emergency response Safety critical communications – failures in shift handover (PTW) Training & competence – specific inadequacies in safety training and emergency response Organisational Culture – management attitude to safety, not addressing findings of safety audits, and focus on production rather than safety

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Others

Titanic 1912 Herald of Free Enterprise 1987 Challenger 1996 Columbia 2003 Costa Concordia 2012

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Human factors

What are and how to manage human factors?

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HSE human factors definition

“Human factors refer to environmental, organisational and job factors and human and individual characteristics, which influence behaviour at work in a way which can affect health and safety”

Extracted from HSE UK webpage

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OGP OGP

Who else is involved?

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ConocoPhillips human factors vision

‘To improve overall performance and reliability, by optimising personnel performance, health, and safety through effectively integrating human factors principles into our risk management processes and all future engineering projects.’

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ConocoPhillips human factors vision

‘to improve human performance’ ‘reduce the likelihood of human failure’

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Human factors in Design Procedures Risk Assessment and Incident Investigation Safety Critical Communications Organisational Change Staffing Levels and Workload Contractor Interfaces Learning Organisations Leadership Maintenance Inspection and Testing Supervision Fatigue Managing Human Failures Training and Competence Behavioural Safety Alarm handling and Control room design Organisational Change and transition management. Written Procedures Fatigue Maintenance Leadership Competence Safety Culture Humans and Risk Incident Investigation Safety Critical Communication Emergency Response Alarm Handling Organisational change and transition management Maintenance and Maintenance Error Safety Critical and Written Procedures Training and Competence Safety Culture Safety Critical communications Human Factors Integration Task Analysis Human Reliability Analysis Root Cause Analysis Ergonomics Violations Behavioural Observation and Modification

Social Values Communication Flow Willingness to Change Language geography , climate. Management safety values Compatible Goals Job Safety Analysis Quality of Procedures Clear RACI Risk Management Safe Working Practices Work Task Design Issues Leadership Fatigue and Stress Training Systems Workload and Shift Behavioural Safety Physical and Mental fitness Ergonomics Design Maintenance Reliability Physical layout Noise Lighting Toxics radiation

OGP OGP

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Organisation Aspect

Leadership HF Engineering Culture Management of Change HF Integration Contractor Interface

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Workplace Aspect

Ergonomics Maintenance Error Critical Communications Staffing Levels Emergency Response Root Cause Analysis

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Person Aspect

Alarm Management Capacity Human Failure Training & Competence Task Analysis Fatigue

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Human factor - engineering

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Human factor - engineering

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In our industry

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In our industry (continued)

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Human factor - engineering

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How is your perception?

There are no black dots

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Basic HF assumptions about people

Individual differences Limits to human performance (physical capacity, memory, attention, perception, learning) Prone to errors under certain conditions Behaviour can be shaped and influenced How work is managed and organised is a key influence

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How observant are you?

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Human factors

Conclusion

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Context

‘Rather than being the main instigators of an accident,

  • perators tend to be the inheritors of system defects

created by poor design, incorrect installation, faulty maintenance and bad management decisions. Their part is usually that of adding the final garnish to a lethal brew whose ingredients have already been long in the cooking’ Reason 1990

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Human Factors