This document provides a summary of a presentation on applying human factors and ergonomics principles to oil, gas, and chemical industries. It outlines a methodology for systematically analyzing tasks at a gas terminal to identify procedure, training, and competence assessment needs. Key tasks are identified and assigned criticality ratings. The appropriate type of work instructions, training approach, and competency assessment method are then determined based on each task's criticality. This helps focus human factors efforts according to process risk.

1. Tel: 01492 879813 Mob: 07984 284642
andy.brazier@gmail.com
www.andybrazier.co.uk
1
What works in the oil, gas and
chemical industries?

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A bit about me
Chemical engineer – Loughborough University
PhD – Edinburgh University
11+ years working as a human factors
consultant – predominantly in oil, gas and
chemical industries
Self-employed for 3 years
Registered member of the Ergonomics Society.

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The industry
Dominated by large multi-nationals
Dominated by engineers
New ideas – agility of a super-tanker

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Engineers are interested in human factors,
but don’t speak the same language
Biomechanics
Physiology
Anatomy
Psychology
Ergonomics
Machines for making beer
The flow of beer through the body
(achieving a mass balance)
How beer is processed by the
body (unit operations)
Topic of conversation when you’ve
had a few
Know something about that.

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Ergonomics – not very interesting
But these things are interesting

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Rightly or wrongly, ergonomics and
human factors are seen to be different
Ergonomics
Human capabilities
Hardware design
Work stations
User interfaces
Working environment
Manual handling
Personal safety, health
and well being
Human factors
Whole system
Organisation
Culture
Tasks
Errors
Procedures
Training and competence
Major hazard
Process safety.

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An engineering approach to human
factors
Risk based – process safety
Structured on process systems
Focus on critical activities and tasks
Borrow from engineering methods (e.g. HAZOP)
Task and error analysis
Human factors risk control measures
Eliminate and reduce
Procedures, training and competence.

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Staffing Assessment Methodology
Tried and tested method for assessing staffing
arrangements, especially during change
Gives some objectivity to human factors
Successful at focussing efforts
YES
YES NO
NO
Do/will staffing arrangements
cover worst case scenarios?
Physical assessment Ladder assessment
Are arrangements
sustainable?
Ref: HSE CRR 348/2001 Ref: Energy Institute user guide

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Typical findings
Problems with communication
Passive approaches to stress and fatigue
No control of shift swaps, overtime, breaks etc.
Poor management of organisational change
(including staffing levels)
Lack of systems for procedures
Reliance on informal training
Subjective evidence of competence
Remainder of the talk focuses on the
bottom three issues

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Hypothetical Gas Terminal – St Barton

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A systematic approach
Define the system
Define the system goals
Identify the functions to achieve the goals
Identify the ancillary functions
Identify safety critical elements requiring
maintenance
Identify tasks
Ref: ISO 11064
Simple and very effective

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St Barton
System definition
The plant and equipment between inlet and outlet
isolation valves
System’s goals
Supply gas to customer at required specification
Manage risks to safety, health and the environment
Achieve nomination
Operate profitably.

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St Barton - Main Functions
Receive gas from pipeline
Remove liquids and particles
Heat gas to achieve specification
Inject nitrogen to achieve WOBBE
Control flow rate to achieve nomination
Meter gas for contractual purposes.

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St Barton utilities/ancillaries
Fuel gas
Nitrogen
Instrument air
Fire fighting capability
Fire/gas detection
Emergency shutdown
Emergency depressurisation
Electrical power
Drainage.

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1. Start-up/Shutdown tasks
1.1 Whole terminal
1.1.1 Return terminal to service after maint.
1.1.2 Prepare terminal for maintenance
1.1.3 Return to service after blowdown
1.2 Processing trains
1.2.1 Return train to service after maint.
1.2.2 Prepare train for maintenance
1.2.3 Increase number of trains online
1.2.3 Reduce number of online trains
1.3 Heaters
1.3.1 Start additional heater
1.3.2 Stop a heater
St Barton Operations Task List
Criticality
High
High
High
High
High
Med
Med
Med
Med

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Assigning criticality
Can be very subjective
Everything is critical
Hazardousness of system
Ignition sources
Changing line-up
Impact of task deviation
Overriding safety devices
Overall criticality
Low Medium High
1 2 3
1 2 3
1 2 3
1 2 3
1 2 3
0-3 4-8 9-15
Ref: OTO 1999 092

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1. Start-up/Shutdown tasks
1.1 Whole terminal
1.1.1 Return terminal to service after maint.
1.1.2 Prepare terminal for maintenance
1.1.3 Return to service after blowdown
1.2 Processing trains
1.2.1 Return train to service after maint.
1.2.2 Prepare train for maintenance
1.2.3 Increase number of trains online
1.2.3 Reduce number of online trains
1.3 Heaters
1.3.1 Start additional heater
1.3.2 Stop a heater
St Barton – Task Criticality
3+0+3+2+2 High
3+0+3+3+0 High
3+0+1+2+2 Med
3+0+2+2+2 High
3+0+2+2+1 Med
3+0+1+1+0 Med
3+0+1+1+0 Med
1+1+1+0+0 Low
1+0+1+0+0 Low

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What has this achieved?
A human factors risk assessment
Only a means to an end, but what is the end?
Human factors risk management
Engineer out – beware of risk transferral
Hardware controls – beware of ironies of automation
Software controls – procedures, training and
competence

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1. Start-up/Shutdown tasks
1.1 Whole terminal
1.1.1 Return terminal to service after maint.
1.1.2 Prepare terminal for maintenance
1.1.3 Return to service after blowdown
1.2 Processing trains
1.2.1 Return train to service after maint.
1.2.2 Prepare train for maintenance
1.2.3 Increase number of trains online
1.2.3 Reduce number of online trains
1.3 Heaters
1.3.1 Start additional heater
1.3.2 Stop a heater
St Barton - Procedures Required
Yes
Yes
Yes
Yes
Yes
No
No
Yes
Yes

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Better procedure systems
One size does not fit all
Different types of procedure
Full step-by-step Aide memoir
Flow chart Checklist
Sign or label on plant
Training procedure
None
Requirements depend on the task’s:
Criticality
Complexity
Frequency it is performed (by an individual).

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1. Start-up/Shutdown
1.1.1 Return terminal to service after maint.
2. Routine operations
2.1 Field operator routines
3 Materials handling
3.1 Receive bulk materials
3.1.1 Receive diesel from tanker
St Barton – Type of Procedure
Full procedure
+ Checklist
Checklist (training)
Guide + shift log
Full procedure +
signs on plant
2.1.1 Plant patrol
2.1.2 Receive shift handover
5 Respond to operational events
5.1 Respond to high pressures
5.1.1 Respond to high pressure at inlet Flow chart

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Training
Required for all tasks
Timing is important
Order tasks are learnt when starting a new job
Prior to infrequent task being performed
Method of training is important
Class room - theory
Workshop – practical skills
On the job – most tasks
Simulation – infrequent tasks.

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1. Start-up/Shutdown
1.1.1 Return terminal to service after maint.
2. Routine operations
2.1 Field operator routines
3 Materials handling
3.1 Receive bulk materials
3.1.1 Receive diesel in tanker
St Barton – Training Method
Pre-task briefing
On the job
On the job + class
On the job
2.1.1 Plant patrol
2.1.2 Receive shift handover
5 Respond to operational events
5.1 Respond to high pressures
5.1.1 Respond to high pressure at inlet Simulation

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Competency assessment
A lot of training fails to achieve its objectives
Need to assess the skills, knowledge and
understanding required
Level of assessment depends on nature of task
Peer Observation
Line manager Discussion
Internal assessor Question and answer
External assessor Written test.

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2. Routine operations
2.1 Field operator routines
3 Materials handling
3.1 Receive bulk materials
3.1.1 Receive diesel in tanker
St Barton – Competence Assessment
Peer
Internal
Line manager
2.1.1 Plant patrol
2.1.2 Receive shift handover
5 Respond to operational events
5.1 Respond to high pressures
5.1.1 Respond to high pressure at inlet Internal
6 Respond to emergencies
6.3 Respond to major incidents
6.3.1 Respond to propane tank BLEVE External

26. St Barton Task List Procedures
required
Training
method
Assessor
1 Start-up/shutdown
1.1 Whole terminal
1.1.1 Return terminal to service after maint. 3 0 3 2 2 High Full procedure +
checklist
Pre-task
briefing
Internal
1.2.3 Prepare terminal for maintenance 3 0 3 3 0 High Full procedure +
checklist
Pre-task
briefing
Internal
1.2.4 Return to service after blowdown 3 0 1 2 2 Med Full procedure +
checklist
Pre-task
briefing
Internal
1.2 Processessing trains
1.2.1 Return train to service after maint. 3 0 2 2 2 High Checklist On the job Line mgr
1.2.2 Prepare train for maintenance 3 0 2 2 1 Med Checklist On the job Line mgr
1.2.3 Increase number of trains online 3 0 1 1 0 Med None On the job Line mgr
1.2.4 Reduce number of trains on line 3 0 1 1 0 Med None On the job Line mgr
1.3 Heaters
1.3.1 Start an additional heater 1 1 1 0 0 Low None On the job Peer
1.3.2 Stop a heater 1 0 1 0 0 Low None On the job Peer
2 Routine operations
2.1 Field routine operations
2.1.1 Plant patrol 3 0 0 2 0 Med Checklist for training On the job Peer
2.1.2 Shift handover 3 0 0 3 0 Med Guide + shift log On the job +
classroom
Internal
3 Materials handling
3.1 Receive bulk materials
3.1.1 Receive diesel from tanker 2 2 2 2 0 Med Full procedure +
sign on plant
On the job Line mgr
5 Respond to opeational events
5.1 Respond to high pressre
5.1.1 Respond to high pressure at inlet 3 0 2 3 1 High Flow chart Simulation Internal
6 Respond to emergencies
6.3 Respond to major incidents
6.3.1 Respond to propane tank BLEVE E E E E E High Flow chart + job aid Simulation +
classroom
External
Criticality scores

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Benefits of this approach
Theme and terminology familiar to the end user
Quick and simple
Focuses effort according to process risk
Explains why full blown procedures are not
provided for every task
Emphasises the role of on the job training
Makes competence assessment less
threatening
Provides a good demonstration of
human factors risk management

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