CSA EXP248-2015 Pipeline human factors (First Edition).pdf

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16、4.TMA trade-mar k of the Canadian S tandards Association, operating as “CSA Group”Pipeline human factorsEXP248-2015EXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group 1ContentsDevelopment Committee on Pipeline Human Factors 5Preface 61 Scope 82 Reference publications 93 Definitions and abb

17、reviations 143.1 Definitions 143.2 Abbreviations 164 Human factors (HF) 165 HF program elements 175.1 General 175.2 Principles of an effective HF program 175.3 Program requirements 186 Pipeline life cycle 186.1 Approach 187 Human characteristics 207.1 Characteristics of individuals 207.1.1 General 2

18、07.1.2 Anthropometric (body dimension) data 207.1.3 Sensory capabilities 217.1.4 Strength and endurance capabilities 217.1.5 Cognitive capabilities 227.2 Capabilities associated with aging 227.2.1 Age-related hearing loss 227.2.2 Vision 227.2.3 Cognitive capabilities 227.2.4 Ability to adapt to shif

19、twork 227.3 Cognitive limitations in decision making Heuristics and biases 227.3.1 Decision making 228 HF in the office environment 259 HF in the field environment 2510 Physical, organizational, and cognitive demands of the job 2511 Task analysis 2511.1 Objectives of a task analysis 2511.2 Informati

20、on requirements 2611.3 Methods 26EXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group 212 Work environment 2612.1 General 2612.2 Vibration 2712.3 Vibration reduction and control 2712.3.1 Whole body vibration 2712.3.2 Segmental vibration 2712.4 Temperature 2812.4.1 General 2812.4.2 Effects o

21、f high temperatures 2812.4.3 Cold temperatures 2912.4.4 Air quality and ventilation 2912.5 Noise 2912.5.1 General 2912.5.2 Effects of noise on performance 3012.5.3 Effects of noise on health 3213 Fatigue management 3313.1 General 3313.2 Fitness for duty 3313.3 Fatigue-management program requirements

22、 3313.4 Workload management 3413.5 Work schedule and rota 3413.5.1 General 3413.5.2 Effects of rotating shift work on performance 3413.5.3 Shift work solutions 3413.5.4 Social/domestic mitigation 3513.5.5 Design of work and workspace 3513.5.6 Shift design considerations and shift schedules 3513.6 Co

23、nsiderations for distance to work locations 3613.7 Long-term fatigue and emergency-management situations 3614 Human-system interface 3614.1 General 3614.2 Control and feedback indications 3714.3 Automated and human-assisted systems 3714.4 Operator logbook 3814.4.1 General 3814.4.2 Electronic logbook

24、s 3814.4.3 Integrated logbooks 3814.5 Shift handover 3914.5.1 General 3914.5.2 Automated shift handover process 4014.5.3 HF concerns with automated shift handover 4014.6 Maintenance indications and field awareness 4114.7 Manual systems 4115 Control room environment 4115.1 General 4115.2 Supervisory

25、control and data acquisition (SCADA) 42EXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group 315.3 Designing for situation awareness 4215.4 Human systems interface HF guidelines 4415.5 Alarm management 4515.5.1 General 4515.5.2 Potential alarm issues 4515.5.3 Alarm system design elements 451

26、5.5.4 Audible alarm sounds 4615.6 Control consoles 4715.6.1 Console design 4715.6.2 Console design elements 4715.7 Control rooms 4815.7.1 Control room design 4815.7.2 Design guidelines 4816 Application of lessons learned 4916.1 Operating experience review 4916.2 Learning from storytelling Foundation

27、al safety stories 4916.3 Learning from other industries 5016.3.1 General 5016.3.2 Aviation industry 5016.3.3 Nuclear industry 5016.3.4 US Navy submarines 5117 Procedure and practice analysis 5117.1 General 5117.2 Procedures 5117.3 Procedure identification 5217.4 Procedure content and format 5217.5 P

28、rocedure development, management, and training 5317.6 Regulations 5318 Competency management 5318.1 Competency management program 5318.2 Qualification 5318.3 Workforce analysis 5418.4 Assessor authorization 5418.5 Workplace assessment 5418.6 Mentorship 5418.7 Threat and error management training 541

29、8.8 Regulations and standards compliance 5519 Change management 5520 Hazard identification and risk management 5621 Integration of HF into the pipeline life cycle 5621.1 General 5621.2 Integration of HF for all phases 5621.3 Integration of HF into the design cycle 57EXP248-2015Pipeline human factors

30、December 2015 2015 CSA Group 421.4 Integration of HF into the construction phase 5721.5 Integration of HF into the operation and maintenance phases 5821.6 Integration of HF into the decommission phase 5922 Integration of HF into management systems 5922.1 General 5922.2 Layers of protection approach

31、5922.3 Error management approach 5922.4 Control theory approach 6022.5 Example management system structure with HF integration 6023 Performance monitoring and management 6123.1 General 6123.2 Human performance program 6123.2.1 Program scope 6123.2.2 Program structure 6223.3 Key performance indicator

32、s 6223.3.1 General 6223.3.2 Indicators to monitor 6224 Continuous improvement 6324.1 General 6324.2 Learning evaluation 6324.3 Lessons learned knowledge base 6324.4 Process analysis 6425 Operationalizing HF management (examples from Enbridge Pipelines) 6425.1 General 6425.2 Foundational safety stori

33、es Organizational memory 6425.3 Lifesaving rules 6525.4 HF awareness training 65Annex A (informative) Commentary on clauses in CSA EXP248 67Annex B (informative) Bibliography 80EXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group5Development Committee on PipelineHuman FactorsL. Harron Enbri

34、dge Pipelines Inc,Edmonton, AlbertaConvenorD. Attwood Human Factors Applications,Toronto, OntarioK. Bernston Chain Engineering,Kelowna, British ColumbiaC. Bradley National Energy Board,Calgary, AlbertaE. Doerffer DNV GL,Calgary, AlbertaJ. Errington Human Centered Solutions, LLC,Red Deer, AlbertaM. F

35、raser Margo Fraser Ergonomic Consultant,Calgary, AlbertaR. Mohammad Willowglen Systems Inc.,Edmonton, AlbertaG. Powley Willowglen Systems Inc.,Edmonton, AlbertaR. Rempel Baker Hughes Inc.,Calgary, AlbertaN. Williams Enbridge Pipelines Inc.,Edmonton, AlbertaS. Capper CSA Group,Toronto, OntarioProject

36、 ManagerEXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group 6PrefaceThis is the first edition of CSA EXP248, Pipeline human factors. This Express Document is not aconsensus product; that is, it is not a Standard and it has not been formally reviewed or approved by aCSA Technical Committee.

37、Human factors play an important role in the reduction of pipeline incidents. Consideration of humanfactors through the life cycle of a pipeline asset can result in better pipeline performance.The main goal of this Express Document is to improve pipeline safety performance throughmanagement of risks

38、associated with human factors. Where available, reference to existing standardsand/or regulations is provided. Where no guidance is currently available, guidance has been provided.This Express Document provides information that can be scaled to organizations size and complexity,and that scaling woul

39、d be at the discretion of the organization.There is considerable confusion about the definition of human factors and ergonomics, particularly inNorth America. The International Ergonomics Association (IEA) is an organization made up of thevarious worldwide societies (the Federated Societies) represe

40、nting ergonomics and human factorsprofessionals. After much work on the part of the IEA to obtain input from Federated Societyrepresentatives around the world and representing various facets of human factors/ergonomics, aconsensus definition was published in 2000, as follows: “Ergonomics (or human f

41、actors) is the scientificdiscipline concerned with the understanding of interactions among humans and other elements of asystem, and the profession that applies theory, principles, data and methods to design in order tooptimise human well-being and overall system performance.”In spite of this consen

42、sus definition, researchers, practitioners, and organizations continue to defineergonomics and human factors in a variety of ways. Some use the terms synonymously, as in thedefinition above, while others define ergonomics as encompassing the physical aspects and humanfactors as encompassing the cogn

43、itive elements of human-system interaction, or believe thatergonomics is a subset of human factors or vice versa. This can create an issue in practice asorganisations that might benefit from the integration of human factors/ergonomics into their work buthave come to understand these terms in a certa

44、in way might not realise the resources available tothem. In some languages, such as French, both “ergonomics” and “human factors”, in the context of thedefinition above, are translated as “ergonomie”. Given the disparity in the use of the terminology, thewide scope of practice (see Figure 4.1), and

45、the specialty areas within which an individual may practice,organizations seeking human factors/ergonomics expertise need to exercise their due diligence inensuring that the scope of any practitioners whom they might utilize and the organizations area ofneed are aligned, regardless of whether they c

46、hose to utilize “ergonomics” or “human factors”descriptors.This Express Document has been prepared and reviewed by the Development Committee on PipelineHuman Factors.Notes:1) Use of the singular does not exclude the plural (and vice versa) when the sense allows.2) Although the intended primary appli

47、cation of this Document is stated in its Scope, it is important to note thatit remains the responsibility of the users of the Document to judge its suitability for their particular purpose.3) To submit a proposal for change, please send the following information to inquiriescsagroup.org andinclude “

48、Proposal for change” in the subject line:a) designation (number);EXP248-2015Pipeline human factorsDecember 2015 2015 CSA Group 7b) relevant section, table, and/or figure number;c) wording of the proposed change; andd) rationale for the change.EXP248-2015Pipeline human factorsDecember 2015 2015 CSA G

49、roup 8EXP248-2015Pipeline human factors1 Scope1.1This Express Document (herein referred to as “this Document”) provides guidance on the need andmeans to integrate human factors in all aspects of the pipeline life cycle and management system, andthe philosophical considerations involved in the integration of human factors into a “fit for service”pipeline system.It also provides guidance on the elements of a human factors program, the tools and resources availableto execute a human factors program successfully, and ongoing management of a human factorsprogr