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Guidance on Integrating Human Performance Improvement including guidance on Developing Area Specific Implementation Plans, Tool Usage, and Building the Capacity for Resiliency aka Failing Safely.
In 2020 the world was impacted by COVID-19. How work is done was dramatically changed for a large portion of the workforce. Many have made the abrupt shift to working from their home while others have adapted to COVID protocols (such as social distancing and wearing facemasks). Fundamentally, Human and Organizational Performance Improvement concepts and science did not change – only the delivery method changed (in some cases). The primary effect has been to accelerate dynamics already present in society – from e-commerce to online education to remote healthcare. Change is never easy for humans. However, remote work should be viewed as an opportunity; not a fix to a problem. In this Best Practice paper, you’ll get practical suggestions to help you reduce errors and improve Human Performance in remote, socially-distanced “work-from-home” environments.
The Savannah River Site, a U.S. Department of Energy facility, contracted Savannah River Remediation (SRR) to manage its liquid waste project, which is a unique, high hazard nuclear waste treatment and disposal facility consisting of 51, one million gallon underground waste tanks, a solvent extraction processing unit, a vitrification facility for the highest radioactive waste, and a grout solidification and disposal facility for a decontaminated salt solution. Our Project mission is to treat the nuclear waste and close the associated storage and treatment facilities, of which, 8 of the 51 tanks have been closed to date. Over the past three years, SRR implemented a Lean Business Management System to address site inefficiencies, aging infrastructure concerns and budget constraints. The Lean philosophy started with the work of W. Edwards Deming and his contemporaries. In more recent years the process has matured in the Toyota Production System and migrated into fields as diverse as services industries, health-care, and now the DOE complex. Like safety, continuous improvement is a fundamental core business value that starts at the top. The Lean Business System, led by our executive management team, drives quality, production and waste elimination by focusing on People using a structured Process that allows the workforce to identify and fix problems in their workplace. Many inefficiencies and quality related issues start with the desire to make systems fail-safe without defining the core requirements for which that process or program was created. This leads to added complexity and latent or inherent human performance issues embedded within our processes. While Lean can't fix all problems, a combination of strong nuclear safety culture, robust conduct of operations, active human performance improvement process, and a business practice of continuously looking for improvements leads to excellence across our industry and creates a culture that is worthy of promoting. Without strong management, our systems fail because no one sponsors or encourages those attributes we covet. Leadership starts at the top with our customer defining what provides 'value' to them, and filters down through to the organization and ultimately the workforce in day to day conduct of operations. It is imperative that our customer drives these desirable ideals through recognition and contractual requirements to encourage and support those behavioral traits that are critical to our ongoing success.This paper focuses on how the Lean Business Management System supports those attributes that we value: a strong nuclear safety culture; disciplined conduct of operations; and a culture of robust human performance and continuous improvement. These attributes in our daily work environment propel a safer, more consistent, more efficient workplace. (authors)
The second principle of human performance states: “error-likely situations are predictable, manageable, and preventable.” An error-likely situation comes into play when task-related factors exceed the capabilities of the individual, creating a mismatch at the point when the individual is “touching” either the physical or the paper plant. The simple presence of adverse conditions cannot be error-likely unless a specific action is to occur within that set of adverse conditions.
Throughout this module, trainees will gain awareness -level knowledge of basic, introductory HPI concepts and apply that knowledge to various instructor -provided scenarios, receiving feedback from other attendees and the instructor.
Modernization of the National Airspace System depends critically on the development of advanced technology, including cutting-edge automation, controller decision-support tools and integrated on-demand information. The Next Generation Air Transportation System national plan envisions air traffic control tower automation that proposes solutions for seven problems: 1) departure metering, 2) taxi routing, 3) taxi and runway scheduling, 4) departure runway assignments, 5) departure flow management, 6) integrated arrival and departure scheduling and 7) runway configuration management. Government, academia and industry are simultaneously pursuing the development of these tools. For each tool, the development process typically begins by assessing its potential benefits, and then progresses to designing preliminary versions of the tool, followed by testing the tool's strengths and weaknesses using computational modeling, human-in-the-loop simulation and/or field tests. We compiled the literature, evaluated the methodological rigor of the studies and served as referee for partisan conclusions that were sometimes overly optimistic. Here we provide the results of this review.
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This paper includes a survey of both scientific and technical literature studies of mindfulness interventions in a variety of industries and populations and proposes potential applications in complex nuclear waste operations. Mindfulness training techniques have been utilized in various forms for decades in high consequence work in both public and private enterprise. The traditional safety nomenclature has simply used different words to describe many of the same concepts that mindfulness practice addresses. Historically, human performance improvement (HPI) has focused on task, mission and error-likely conditions. These safety programs recognize that human behavior is the source of most errors and focus on identification of specific error precursors (mind not on task, incorrect mental picture, etc.). Workers in nuclear and related industries have been trained to recognize these error precursors but have received little training on what to do about them. The techniques of mindfulness align well with HPI programs currently utilized in commercial and government nuclear operations. Indeed, Chapter 5 of the Department of Energy Human Performance Improvement Handbook (DOE-HDBK-1028-2009) includes a discussion of mindfulness with respect to human performance. Mindfulness training supplements current performance improvement efforts by giving workers the tools to not just recognize error-likely conditions within themselves, but also gives them methods to mitigate them. The mindfulness practices presented here focus on self-awareness rather than task-awareness. Workers can apply these techniques in all aspects of their lives which in turn addresses many of the distractions previously identified as error precursors (stress at home or at work, physical discomforts, mind not on task, etc.). The application of mindfulness techniques through integration with established Integrated Safety Management Systems (ISMS) has the potential to improve the safe performance of nuclear waste operations and increase the breadth of organizational safety culture. (authors)
Human operators interacting with machines or computers continually adapt to the needs of the system ideally resulting in optimal performance. In some cases, however, deteriorated performance is an outcome. Adaptation to the situation is a strength expected of the human operator which is often accomplished by the human through self-regulation of mental state. Adaptation is at the core of the human operator's activity, and research has demonstrated that the implementation of a feedback loop can enhance this natural skill to improve training and human/machine interaction. Biocybernetic adaptation involves a “loop upon a loop,” which may be visualized as a superimposed loop which senses a physiological signal and influences the operator’s task at some point. Biocybernetic adaptation in, for example, physiologically adaptive automation employs the “steering” sense of “cybernetic,” and serves a transitory adaptive purpose – to better serve the human operator by more fully representing their responses to the sys- tem. The adaptation process usually makes use of an assessment of transient cog- nitive state to steer a functional aspect of a system that is external to the operator’s physiology from which the state assessment is derived. Therefore, the objective of this paper is to detail the structure of biocybernetic systems regarding the level of engagement of interest for adaptive systems, their processing pipeline, and the adaptation strategies employed for training purposes, in an effort to pave the way towards machine awareness of human state for self-regulation and improved operational performance.
Compared to equipment designed to perform the same function over and over, humans are just not as reliable. Computers and machines perform the same action in the same way repeatedly getting the same result, unless equipment fails or a human interferes. Humans who are supposed to perform the same actions repeatedly often perform them incorrectly due to a variety of issues including: stress, fatigue, illness, lack of training, distraction, acting at the wrong time, not acting when they should, not following procedures, misinterpreting information or inattention to detail. Why not use robots and automatic controls exclusively if human error is so common? In an emergency or off normal situation that the computer, robotic element, or automatic control system is not designed to respond to, the result is failure unless a human can intervene. The human in the loop may be more likely to cause an error, but is also more likely to catch the error and correct it. When it comes to unexpected situations, or performing multiple tasks outside the defined mission parameters, humans are the only viable alternative. Human Reliability Assessments (HRA) identifies ways to improve human performance and reliability and can lead to improvements in systems designed to interact with humans. Understanding the context of the situation that can lead to human errors, which include taking the wrong action, no action or making bad decisions provides additional information to mitigate risks. With improved human reliability comes reduced risk for the overall operation or project.
One of the most versatile tools designed for use on the International Space Station (ISS) is the Special Purpose Dexterous Manipulator (SPDM) robot. Operators for this system are trained at NASA Johnson Space Center (JSC) using a robotic simulator, the Dexterous Manipulator Trainer (DMT), which performs most SPDM functions under normal static Earth gravitational forces. The SPDM is controlled from a standard Robotic Workstation. A key feature of the SPDM and DMT is the Force/Moment Accommodation (FMA) system, which limits the contact forces and moments acting on the robot components, on its payload, an Orbital Replaceable Unit (ORU), and on the receptacle for the ORU. The FMA system helps to automatically alleviate any binding of the ORU as it is inserted or withdrawn from a receptacle, but it is limited in its correction capability. A successful ORU insertion generally requires that the reference axes of the ORU and receptacle be aligned to within approximately 0.25 inch and 0.5 degree of nominal values. The only guides available for the operator to achieve these alignment tolerances are views from any available video cameras. No special registration markings are provided on the ORU or receptacle, so the operator must use their intrinsic features in the video display to perform the pre-insertion alignment task. Since optimum camera views may not be available, and dynamic orbital lighting conditions may limit viewing periods, long times are anticipated for performing some ORU insertion or extraction operations. This study explored the feasibility of using augmented reality (AR) to assist with SPDM operations. Geometric graphical symbols were overlaid on the end effector (EE) camera view to afford cues to assist the operator in attaining adequate pre-insertion ORU alignment.
Human performance benefits gained by dynamic instructions compared to smart PDFs In recent years multiple nuclear utilities have deployed an electronic work management solution to replace the traditional paper-based processes. There are many benefits of electronic work management solutions compared to paper processes, such as a more streamlined review and approval process of work packages and a better way to track and resolve any potential bottlenecks causing delays in the review process. These benefits have been recognized where electronic work management solutions have been successfully deployed. However the utilities also hoped the new solution would help the field worker conduct his/her job more efficiently, correctly, and safely. Unfortunately, the industry is now realizing that the deployed solutions did not fully help them reach that goal. The electronic work management solutions present the work instructions as an electronic copy (i.e., a portable document format (PDF)) of the paper instruction. The PDF versions used in these electronic work management solutions have some ability for data input, notes, and mark-ups, but are unable to provide many additional benefits compared to using paper. In fact, conducting work using a PDF on a tablet can be more cumbersome than with a paper instruction. For example, flipping back and forth in a paper instruction can be time consuming, but it is not at all as frustrating as scrolling back and forth on a tablet or continuously having to navigate between tabs. The researchers at Idaho National Laboratory (INL) approached the next step beyond smart PDFs from a human factors perspective. In close collaboration with multiple utilities they investigated how to present instruction content and how to design the interaction with the instruction to improve the workers performance and efficiency. Their solution is a dynamic presentation of the instruction that guides the worker through the correct path as well as ensuring the worker is on the correct component. The solution also automatically validates input and provides guidance if unexpected conditions are identified. A well-designed solution has the opportunity to vastly reduce the risk of human errors in the field, such as preventing actions on incorrect component or unintentionally skipping steps. The human factors researchers at INL leveraged their expertise, existing human performance tools, and a great amount of involvement from field workers in multiple utilities to develop and evaluate design concepts that will provide the human performance and efficiency benefits that the electronic work management solutions fall short to deliver. This paper will describe in detail how these new design concepts improve human performance.
Traditional office buildings use a variety of primary light sources (e.g., LED/fluorescent lights). As interest in LEED certified office buildings increase and research has shown that enhanced lighting design improves human performance and alertness (Viola et al., 2008; Juslén & Tenner, 2005; Edwards & Torcellini, 2002), more office buildings are incorporating a daylighting design. We investigated the differences between employee performance and alertness in two different building types (daylight vs. artificial light). We hypothesized that employee performance and sleep duration would be improved in a building designed to increase exposure to natural daylight compared to traditional office settings.
The purpose of this section of the plan is to establish a development and implementation strategy plan for improving safety and efficiency in the Air Traffic Control (ATC) system. These improvements will be achieved through the proper applications of human factors considerations to the present and future systems. The program will have four basic goals: (1) prepare for the future system through proper hiring and training; (2) develop a controller work station team concept (managing human errors); (3) understand and address the human factors implications of negative system results; and (4) define the proper division of responsibilities and interactions between the human and the machine in ATC systems. This plan addresses six program elements which together address the overall purpose. The six program elements are: (1) determine principles of human-centered automation that will enhance aviation safety and the efficiency of the air traffic controller; (2) provide new and/or enhanced methods and techniques to measure, assess, and improve human performance in the ATC environment; (3) determine system needs and methods for information transfer between and within controller teams and between controller teams and the cockpit; (4) determine how new controller work station technology can optimally be applied and integrated to enhance safety and efficiency; (5) assess training needs and develop improved techniques and strategies for selection, training, and evaluation of controllers; and (6) develop standards, methods, and procedures for the certification and validation of human engineering in the design, testing, and implementation of any hardware or software system element which affects information flow to or from the human.
Many Savannah River Site (SRS) liquid waste facility operations depend upon repetitive engineering calculations and operator actions. Although these calculations and actions are formalized in technical reports and paper procedures, they can still be vulnerable to data entry errors, calculation errors, equipment alignment errors, and occasional changes caused by different people performing these activities. Savannah River Remediation (SRR) is using computer automation to reduce these error precursors by standardizing repetitive calculations and by performing plant alignment checks for repetitive operation processes. Data entry can be automated, calculation methodologies can be standardized, and computers can check to see that predefined plant conditions exist before equipment operation. In addition to improving quality, the time required for these activities to generate technical reports, to perform independent reviews, and to perform equipment alignment checks can be significantly reduced. In the case of operator-performed calculations, error precursors involve distractions that can occur over a multi-page paper procedure, confusing displays and controls from equipment, mathematical errors, complacency, and unfamiliarity with the procedure among many others. Repetitive engineering calculations suffer from similar error precursors and are often compounded by high workloads, lack of proficiency, lack of standard methodology, mental shortcuts, and biases. Web-based computer applications can eliminate many of these precursors through standardization. Calculation methods are fixed, inputs are fixed, and computer checks can highlight potentially wrong inputs and outputs. Automated calculations are performed almost instantaneously once input is provided. Operators and engineers can spend more time focusing on the results than on the process to achieve the results. Similarly, when operators use repetitive procedures involving equipment manipulation, the same error precursors apply. Automated operation sequences and equipment checks can be programmed into the distributed control system to provide standard operating processes that reduce and eliminate error precursors. This paper describes how SRR incorporates Human Performance Improvement (HPI) principles when automating calculations and operation processes. Computer applications will be reviewed in detail, highlighting the software development life-cycle that includes requirements gathering, prototyping, design, development, testing, and implementation. (authors)
Abstract Background Physiological and biochemical processes across tissues of the body are regulated in response to the high demands of intense physical activity in several occupations, such as firefighting, law enforcement, military, and sports. A better understanding of such processes can ultimately help improve human performance and prevent illnesses in the work environment. Methods To study regulatory processes in intense physical activity simulating real-life conditions, we performed a multi-omics analysis of three biofluids (blood plasma, urine, and saliva) collected from 11 wildland firefighters before and after a 45 min, intense exercise regimen. Omics profiles post- versus pre-exercise were compared by Student’s t -test followed by pathway analysis and comparison between the different omics modalities. Results Our multi-omics analysis identified and quantified 3835 proteins, 730 lipids and 182 metabolites combining the 3 different types of samples. The blood plasma analysis revealed signatures of tissue damage and acute repair response accompanied by enhanced carbon metabolism to meet energy demands. The urine analysis showed a strong, concomitant regulation of 6 out of 8 identified proteins from the renin-angiotensin system supporting increased excretion of catabolites, reabsorption of nutrients and maintenance of fluid balance. In saliva, we observed a decrease in 3 pro-inflammatory cytokines and an increase in 8 antimicrobial peptides. A systematic literature review identified 6 papers that support an altered susceptibility to respiratory infection. Conclusion This study shows simultaneous regulatory signatures in biofluids indicative of homeostatic maintenance during intense physical activity with possible effects on increased infection susceptibility, suggesting that caution against respiratory diseases could benefit workers on highly physical demanding jobs.
The EFCOG Human Performance Improvement (HPI) Task Team (TT) and the Work Planning & Control (WP&C) TT collaborated to develop a Best Practice that provides examples of how to integrate of HPI into WP&C tasks. This document is a collection of some best practices as determined by team members.
Efficacy of sensory feedback information given during training period for improving human performance in producing memorized movement pattern