1. Advanced Technology Centre 1Chalmers tekniska högskola, October 2007
David Carr
Human Factors Consultant
BAE Systems Advanced Technology Centre
“How To Eat An Elephant”:
Integrating the human component into
large, complex ship designs.
2. Advanced Technology Centre 2Chalmers tekniska högskola, October 2007
Where I work
Farnborough
Portsmouth
Bristol
Glasgow
Chelmsford
Advanced Technology Centre
Human Factors Locations
BAE Systems, Scotstoun
(formerly Yarrow Shipbuilders Limited)
3. Advanced Technology Centre 3Chalmers tekniska högskola, October 2007
The problem of Human Factors Influence
- Warships are complex products…
- …with complex interactions between their parts…
- …built by large, diverse organisations…
- …under complex procurement arrangements.
- Human Factors specialists are few…
- …and some of them are simple souls.
A very large ship
A (relatively) small
Human Factors
specialist
4. Advanced Technology Centre 4Chalmers tekniska högskola, October 2007
The Anatomy of a Warship
Machinery Rooms
Bridge
Zonal Damage Control
positions
Weapons
Helicopter
Hangar
Flight Deck
Cabins Galleys,
Messes
Store Rooms
RAS Points
Enclosed
mooring deck
Tiller Flat
Ops Room
Combat System Network
Platform
Management
System
etc.Ship Control Centre
(Machinery Control,
Damage Control HQ)
5. Advanced Technology Centre 5Chalmers tekniska högskola, October 2007
The Human System
- The crew needs to be ‘designed’
- Crew design and ship design are
interdependent
- Crews have complex design characteristics:
- Crew size. How many people are needed
to operate and maintain the ship?
- Organisational structure
- Recruitment
- Retention
- Employment conditions
- Training
- Sustainable career paths
- Job satisfaction
- The crew is outwith the scope of
supply.
6. Advanced Technology Centre 6Chalmers tekniska högskola, October 2007
Components of the human system
- Intelligent
- Adaptable
- Can handle complex information
- Good at fine manipulation
- Expensive
- Easily broken
- Difficult to get replacements
- Doesn’t come with a manual or a
guarantee
- Has complex supply and
servicing requirements
- Low environmental tolerance
- Unreliable – especially under
stressful conditions
- Mean Time Between Failures ≤ 1
day
- Mean Time To Repair ≥ 12 hours
- Variable quality
- Doesn’t come in standard sizes
7. Advanced Technology Centre 7Chalmers tekniska högskola, October 2007
Human variability
Bao Xishun – 2.36m
He Pingping – 0.73m
Both from Inner Mongolia (PRC)
8. Advanced Technology Centre 8Chalmers tekniska högskola, October 2007
Variations between and within populations
1.56m
1.87m
1.54m
1.85m
9. Advanced Technology Centre 9Chalmers tekniska högskola, October 2007
Design range for merchant ships
1.536m
1.90m
10. Advanced Technology Centre 10Chalmers tekniska högskola, October 2007
What happens when designers
don’t allow for variability
11. Advanced Technology Centre 11Chalmers tekniska högskola, October 2007
Embarked Forces’ Assembly
Area, HMS Fearless
12. Advanced Technology Centre 12Chalmers tekniska högskola, October 2007
System interactions
- No single design owner for a workspace
- Multiple dependencies on other disciplines
- Potential conflicts with unrelated systems
- Systems routed through compartments
- Shipwide constraints
- Build and upkeep aspects
- Who is responsible for Human Factors?
10V
240V
HP Seawater
HVAC
Fresh Water spray
Structures
LAN
Software
Removal Route
HP Seawater
15. Advanced Technology Centre 15Chalmers tekniska högskola, October 2007
Organisational Complexity
- Human Factors needs to
influence several
organisations
- Traceability from Equipment
Requirements to User
Requirements is via a long,
complex route
- Human Factors requirements
extend into outside
organisations
Prime Contractor
Platform
Comba
t
System
Propulsion
ShipBuild
Support
Capability Procurer
(“Customer 1”)
Naval User
(“Customer 2”)
Suppliers
HF
Sphere of
interest for
Human Factors
17. Advanced Technology Centre 17Chalmers tekniska högskola, October 2007
The best way to eat
an elephant?
One piece at a time!
18. Advanced Technology Centre 18Chalmers tekniska högskola, October 2007
Go back to first principles
- Specify system functionality. What do we want the ship to do?
- Identify the critical areas for:
- Safety
- Effectiveness,
- Efficiency
- Think in terms of Human-Machine systems.
- Trace the physical attributes of the design back to the human
capabilities they support.
- Task Analysis is the key to design.
“Equip the man. Don’t man the equipment.”
(United States Marine Corps)
19. Advanced Technology Centre 19Chalmers tekniska högskola, October 2007
Task Analysis: What are all the bits for?
WTB
158
WTB
107
WTB
69
Zone 2Zone 3Zone 4
Aft Machinery Space
Regular short-duration access
•Maintenance personnel
•Overalls/ ear defenders
Critical access
•Firefighting
•Machinery repair
Aft Machinery Space
Regular short-duration access
•Maintenance personnel
•Overalls/ ear defenders
Critical access
•Firefighting
•Machinery repair
Aft Machinery Space Access
• Maintainers carrying
toolboxes
• Rapid access for 3-person
firefighting teams
• First aid/ Casualty
evacuation
Aft Machinery Space Access
• Maintainers carrying
toolboxes
• Rapid access for 3-person
firefighting teams
• First aid/ Casualty
evacuation
Ship Control Centre
Harbourside - 1 watchkeeper
• Admin/ Safety activities
Peacetime - 1 w/k + 1 mobile
• Machinery Supervision
• Admin/ Safety Activities
Battle - 9 person team
• Machinery control/ Repair coord.
• Damage control coordination
• Weapons repair coordination
Ship Control Centre
Harbourside - 1 watchkeeper
• Admin/ Safety activities
Peacetime - 1 w/k + 1 mobile
• Machinery Supervision
• Admin/ Safety Activities
Battle - 9 person team
• Machinery control/ Repair coord.
• Damage control coordination
• Weapons repair coordination
Cabins
• Outfitted for quality of life
• Working space
• Privacy
• Personal storage space
• Long-term comfort
•Low noise levels
•Thermal comfort
Cabins
• Outfitted for quality of life
• Working space
• Privacy
• Personal storage space
• Long-term comfort
•Low noise levels
•Thermal comfort
20. Advanced Technology Centre 20Chalmers tekniska högskola, October 2007
Challenges from Project Organisations
- Ships and ship systems assembled from bought-in
components
- Competitive procurement strategy
- Cost driven
- Human Factors is but one of many competing
constraints
- Very large projects
- Varying levels of understanding of Human Factors
- Limited Human Factors resources
- Traditional practices
- Scepticism: Human Factors specialists don’t
build anything!
Human Factors =
Defence against
the dark arts
21. Advanced Technology Centre 21Chalmers tekniska högskola, October 2007
Smile patiently and
explain
Offer support. Check up
on them from time to time
Let them get on with it
(and use them as an ally)
Lean on them
“I’m an engineer. We
don’t have to worry
about that kind of
thing.”
“Obviously we’ll need
to do a Task Analysis
before we design the
system.”
“I’ll make sure all the
machinery is
accessible. But
that’s just good
engineering”
“Yes! The décor is
very important.
What colour should
we paint the cabins?”
System Designers and Human Factors
No Yes
No
Yes
Do they care about Human Factors
Do they
understand
Human Factors
properly?
22. Advanced Technology Centre 22Chalmers tekniska högskola, October 2007
How to get a toe-hold
Hearts and Minds
- Education
- Information
- Support
Carrot and Stick
- Set task criteria as acceptance requirements
- Require evidence of task identification
Deckhead height
Clear height (i.e. free from obstructions)
2100mm minimum is mandatory for
passageways
2100mm minimum is recommended elsewhere for
any space which is normally occupied.
For compartments which are accessed
infrequently (e.g. for maintenance or repair
only), 1950mm is adequate, provided there is
also sufficient access for firefighters.
Access for firefighters
Minimum clearance for firefighters is
1970mm
(based on 95th
%ile 2020 male, plus allowances
for boots and helmet)
Smaller clearances may be tolerated for “duck-
under” access by firefighters. Ask the Human
Factors Team first.
This must be also be the minimum height in
occupied spaces, although 2100mm preferred.
Avoid making people have to stoop
It may be permissible for people to have to
duck under an overhead obstacle on routes
where access is infrequent. Ask the Human
Factors Team first.
Avoid crawing access.
This is only permitted for infrequent
maintenance / Inspection tasks. Ask the
Human Factors Team first.
Example of a Design Team information sheet
23. Advanced Technology Centre 23Chalmers tekniska högskola, October 2007
The impact of Off-the-Shelf components on the user interface
24. Advanced Technology Centre 24Chalmers tekniska högskola, October 2007
Which components matter?
Task Analysis
Safety Related?
Performance
Critical?
Frequently used?
Components
User Interface?
Evidence of
usability?
Accept Risk? Low Risk
y
y
y
y
y
n
n
n
n
n
25. Advanced Technology Centre 25Chalmers tekniska högskola, October 2007
How “Usability Mature” are suppliers?
Is your component suitable?
- It’s a valve. What more do you want?
- We sell it to a lot of customers.
- Trust us - we’re used to building these things.
- It’s been used successfully for a similar purpose and our customers have told
us they’re very happy with it.
- All components meet the weight limits in the Manual Handling Regulations.
- We’ve reviewed all the controls against ergonomics guidelines.
- We’ve involved users in the design and have carried out thorough usability
evaluations.
- Well…we think we’ve a fair idea that it’s suitable…but it would be best if we
could work with you and your customer to makes sure that it works exactly the
way you want it to.
26. Advanced Technology Centre 26Chalmers tekniska högskola, October 2007
Human Factors influence must be continuous
Big numbers
Clear Dial
Familiar format
?
27. Advanced Technology Centre 27Chalmers tekniska högskola, October 2007
Human Factors influence must be continuous
- From functional specification
- Through procurement
- To detailed fitting out
- …and through life.
LAN
28. Advanced Technology Centre 28Chalmers tekniska högskola, October 2007
Detailed Example: Type 45 Destroyer Ship Control Centre
Daring Class
Air Defence Destroyer
7350 Tonnes
Length, 152.4 m
Beam, 21.2m
Draft, 5m
Speed, 29+ knots
Complement, 190
2 shaft integrated
electric propulsion (gas
turbine)
Armaments:
PAAMS missile system
4.5” gun
Close-in weapons
system
Lynx helicopter
29. Advanced Technology Centre 29Chalmers tekniska högskola, October 2007
What is a Ship Control Centre (SCC)?
• The main compartment for operation of the ‘Platform Management
System’ (PMS)
• Provides control and surveillance of shipboard machinery for:
• Propulsion and steering
• Power and cooling to weapons
• “Hotel” services (lighting, air conditioning, fresh water, sewage, etc)
• Damage Control systems
•Firefighting water; CO2 and Foam
•Integrity (Ventilation; Flood control)
•Incident and Casualty management
• Staffed by between 2 people (Peacetime Cruising) and 9 people
(Action)
• Supports “The Internal Battle”
31. Advanced Technology Centre 31Chalmers tekniska högskola, October 2007
Previous RN ship technology
• Hardwired from equipment to
control rooms
• Limited automation: still many
manual operations
• Controlled from one central
location
• Voice communications to other
“outstations”
Control Room
32. Advanced Technology Centre 32Chalmers tekniska högskola, October 2007
The Conventional Ship Control Centre
-
Layout dictated by bulky,
hardwired panels
-
Panels are against walls
because of wiring
-
Good overview of all systems
-
But
-
Operator roles fixed by where
people stand and what they
can reach
-
Operators face the panels!
Difficult to work as a team.
33. Advanced Technology Centre 33Chalmers tekniska högskola, October 2007
Type 45 Technology
• Software based
• More automation and
more signals
• LAN distribution
throughout the ship
• High levels of
redundancy and flexibility
34. Advanced Technology Centre 34Chalmers tekniska högskola, October 2007
WTB
158
WTB
107
WTB
69
Zone 1Zone 2Zone 3Zone 4
PMS Operating Points
36. Advanced Technology Centre 36Chalmers tekniska högskola, October 2007
The User-Centred Approach
ISO 13407 standard approach to
user-centred design
- Multi-discipline team
- User Involvement
- Iterative, prototyping
approach
- Explicit allocation of
functions
37. Advanced Technology Centre 37Chalmers tekniska högskola, October 2007
Interdependent design issues
HCI Software
Console
Operator
Team
Ship
Compartment
Layout
Control Locations
38. Advanced Technology Centre 38Chalmers tekniska högskola, October 2007
Type 45 Team Design
Weapons
Management
Centre
Ship Control Centre
ANBCDO
ANBCDO
PM
PM
DCO
DCO
SM
SM
Propulsion
Supervisor
Propulsion
Supervisor
WM
WM
WRM
WRM
WSM
WSM
Picture
Compiler
Picture
Compiler
Operations Room
Command
Command
Advisor
Assistant
XO
(Roving)
XO
(Roving)
Zone
Control
Posts
(1-4)
i/c
ZCP
Op
Fire and Flood
Repair Parties
Fire and Flood
Repair Parties
Fire and Flood
Repair Parties
Fire and Flood
Repair Parties
Mobile
Machinery
Repair Party
Weapons
Repair
Personnel
Medical HQMedical HQ
First Aid
Parties
First Aid
Parties
First Aid
Parties
First
Aid
Parties
39. Advanced Technology Centre 39Chalmers tekniska högskola, October 2007
• Multi-function 2-screen displays
• Ergonomically optimised
• “See over” by 5th percentile RN personnel
promotes teamworking
• Incorporates stowage for lifejacket and BA
SCC Operator’s Console
40. Advanced Technology Centre 40Chalmers tekniska högskola, October 2007
The Type 45 ‘Teamworking’ concept
- Consoles bring the functionality to
the operators.
- Flexible software allows functions
to be allocated to meet changing
operational demands.
- Layout allows eye contact and
verbal communication between
team members.
45. Advanced Technology Centre 45Chalmers tekniska högskola, October 2007
I like elephants - but I could
never eat a whole one.
46. Advanced Technology Centre 46RINA Human Factors Conference, March 2007, London.
Tack så mycket
Frågor?
David Carr
0141 957 2173
d.carr@baesystems.com
Editor's Notes
This is what I call the “Radio Shack shop window display”
Lots of different, incompatible equipment, not integrated into a proper User Interface.
Most control rooms around the world are like this. It’s why we have Three Mile Islands and Chernobyls
The platform management system controls and monitors all of the non-weapons systems on the warship platform.
Those systems provide many functions - power and propulsion, providing the services which run the weapons and sustain the crew and - very importantly - the systems which are used to recover after damage following attack.
These aspects are known as the “Internal Battle” - as opposed to the external battle fought by the whole ship.
Here is an example of a sailor fighting the Internal Battle
In most current ships, equipment is controlled by old technology. Hardwire connections lead from the control room to the machinery plant
Not much of the equipment is controlled remotely. Much of it is operated manually, by sailors in voice communication (possibly - but not always) with the control room.
Damage Control teams are also coordinated by voice
DC
Technology is changing. Software-based Platform Management Systems allow much more remote control, surveillance and automation of much more equipment.
Functionality can be distributed around the ship, by LAN (Local Area Network)
There is potential flexibility to put any functionality, anywhere, at any time
To highlight the flexibility of the type 45 PMS – this view shows just some of the, over a 100, strategically sited points at which the Platform Management System can be accessed.
These include:
the 15 PMS workstations - in the Ship Control Centre, Weapon Management Centre, Zone Control Posts, the Ops Room & the Bridge.
Many of the main operating points have alternative positions. For example, there is an Alternative Ship Control Centre where the whole SCC/WMC team can evacuate to, and there are alternative positions for each of the four Zone Control Posts.
In addition there’s over 120 plug-in points - all over the ship - where a laptop can be connected to give full PMS functionality – limited only by password protected log-on permissions.
Here’s how not to do it.
Why waste the potential of the software-based system by simply mimicing the old layout?
This was the first proposal before they invited a Human Factors Consultant to join the project.
So - how died we do this?
Well, the fundamental principal of Human Factors is “User Centred Design”. I hope that everyone here is familiar with this concept, described in International Standard ISO 13407
As part of our development, we involved Royal Navy and ex-Royal Navy personnel. They advised us on the context of use. They also helped us to prototype design solutions
DC
It is also important to remember that the Whole system needs to be designed. The people and equipment work together. The Human Organisation is just as a subject for design as the technical PMS.
I won’t describe the revised Internal Battle organisation in detail - just some significant points:
Most importantly, we have for the first time brought the Weapons Engineers into the same team as the platform engineers. This allows them to work together on restoring services to priority weapons
Flexible software has allowed a move away from operators operating individual equipment, and towards roles which manage priorities for various equipments, to meet Command priorities, communicated directly through PMS from the ship’s Operations RoomFinally - on current ships, a lot of damage control information is collected through voice communications and recorded manually in the Ship Control Centre. We have given facilities which allow the damage to be monitored and controlled by personnel throughout the ship, closer to the point of damage
It is our whole-systems approach which has allowed us to re-shape the organisation to take advantage of the technology.
Now, these images illustrate the various stages of the PMS console development.
Human Factors expertise was used to determine:
firstly, the best ergonomic console design
and secondly the optimum ‘team-working’ layout.
As you’ll see from these pictures, the team moved from ‘paper & cardboard’ prototypes to full sized mock-ups – using CAD designs for support.
In fact, the Ship Control Centre development was actually a ‘furniture moving’ exercise; with the PMS development team and the customers manipulating the main items of PMS equipment around a full size ‘mock-up’ facility, to find the best positions and optimum layout.
DC
And so to the hub of the PMS; the Ship Control Centre incorporating the Weapon Management Centre design - Shown here at full ‘state 1 manning’
For commercial and security reasons I can’t say too much about this slide. The main point I’d like to highlight here is the co-location, for the first time on a RN vessel, of the Weapons Management Team (here in the WMC on the inboard side) with the Engineering team (here in the SCC).
As you’ll see, the majority of operators – certainly in the SCC – all ‘face each-other’ for that maximum primary communication that David referred to earlier.
You’ll notice that - due mainly to lack of space - the WMC operators do not face each-other, as preferred. But, the main lines of communication have been catered for:
This slide shows the DWEO in his seated position facing aft -away from his team - In reality he’ll be on his feet managing his weapons team and liaising with the MEO (here - POINT) He’ll only use this seated position in slow time.
Also, the operator responsible for maintaining services to the weapons systems (here - POINT) sits next to the operator in charge of ship-wide services (here - POINT) - so although the WMC operators are not facing eachother, the lines of communication have been thought through.
Just to round things off, in this brief run through the type 45 PMS, here’s a zone control post (a ZCP).
There are 4 of these posts – one in each of the ship’s damage control zones – and outside of the SCC these are the main PMS operating points – the other two being the Bridge and the Ops Room.
This is actually ZCP 1 - and I’d like to point out the console with all required communication devices and reversionary panels - the Fire & Flood panel for example - within easy reach.
The ZCPs also feature a separate briefing screen so one operator can be updating the PMS with Damage info while the officer in charge briefs the various associated mobile repair parties.
