SEARCH · Search NASA
Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.
Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.
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.
Explore the source record for details and available documents.
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 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.
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.
The nuclear industry is faced with a pressing need to reduce operating costs in order to remain competitive with other forms of electric generation. While current industry initiatives are focused on incremental gains by streamlining work processes and reducing worker burdens, very few, if any, involve significant reductions in the base workload of a nuclear plant. Migration to a fully-integrated control room affords just such an opportunity. This report describes an NPP digital instrumentation and control (I and C) system design, along with its corresponding human systems interface (HSI) design, which achieves high plant availability, while selectively applying digital equipment redundancy and integrating traditional I and C system partitions, to minimize the digital equipment needed, and thereby minimize initial installation costs and ongoing operations and maintenance (O and M) costs. An additional key component of digital equipment minimization is optimization of the digital interface to conventional plant sensors and controlled plant devices (e.g., pumps, valves), which requires no disturbance to plant cables and results in eliminating thousands of electro-mechanical relay control components. The design is rooted in the highly integrated digital technology applied to the most recent advanced light water reactors under United States (U.S.) Nuclear Regulatory Commission (NRC) design certification review and approval. While this design employs technology from new plants, that technology has been adapted to the modernization of current operating NPPs. Hence, the highly integrated digital I and C and HSI design is referred to as the compact control room digital modernization (CDM). Along with minimal digital equipment, the corresponding HSI design employs compact operator workstations with visual display units (VDU) and soft controls for both the main control room (MCR) and remote shutdown room (RSR), to immediately improve human performance and ultimately facilitate operating staff reduction. Some advanced light water reactors have demonstrated this staff reduction through full scope simulator testing of normal and abnormal plant conditions, with U.S. licensed operating crews from currently-operating U.S. plants. Digital equipment minimization, compact operator workstations, and optimized plant component interfaces that require no disturbance to field cables, also facilitate implementation of the CDM over multiple phases, most of which can be conducted during normal refueling shutdown windows. This phased implementation method includes a novel transition of the I and C, MCR and RSR with an operations centered focus. This paper presents the CDM design, along with qualitative cost/benefit comparisons to currently operating plants with conventional analog I and C and HSI technology; this generation of I and C/HSI is referred to as a conventional control room (CCR). A CCR also includes NPPs that have been upgraded with digital systems, but retain the current partitions between plant I and C systems (i.e., no I and C integration) and retain the current plant system to control board configuration of current NPP control rooms. Even though these comparisons are qualitative, a compelling case is presented for the CDM. (authors)
This document is a collection of these best practices as determined by team members. This best practice attempts to: Realize opportunities to break the myth where people believe that HPI does not apply to them as they perform no physical work. Recommend options to create an environment that promotes intellectual collaboration and trust, enabling candor and vulnerability. Explain how errors manifest differently from the same human fallibility. Knowledge workers (KW) have errors that take different perspectives to find and mitigate the unique manifestation of these conditions. Help KW identify the critical steps (or risk important steps) in their processes. Reduce risk/consequence from KW errors (limit latent errors as well as finding latent conditions), building resiliency into KW tasks. Mitigation strategies may be different.
The objective of the Best Practice is to facilitate a paradigm shift when it comes to approaches to the decision making process for nuclear waste management, disposal, and remediation decisions. The stakeholder-engaged structured decision making (SDM) paradigm shift provides a transparent framework for developing optimal solutions to complex problems (Keeney, 1992, Gregory et al, 2012). This is a deliberative-analytical process. The deliberative side centers on understanding stakeholder concerns and values, and developing objectives while identifying options that may achieve those objectives. SDM is implemented with the aid of computer tools that are aimed specifically at capturing these deliberative aspects of a decision analysis. SDM captures this information in a structured format that allows access to the values, objectives, and options that have been identified to help. Through this approach we achieve transparency, traceability, and reproducibility. The goal of SDM at this stage is to provide a formal structure for capturing and processing deliberative information. The deliberative part sets the stage for the analytical part of SDM. A variety of Subject matter experts (SMEs) are engaged in how to evaluate the options through the objectives. Objectives often include minimizing human health risk and minimizing cost, but in the full scope of a sustainability-based approach to decision making, it can include objectives related to economic, environmental and social issues. Subject matter experts might provide other options for achieving the objectives, but their primary role is to evaluate/model the options to the endpoint defined by the objectives or in other words perform a consequence analysis. The structure of SDM makes it clear exactly what is needed from the SMEs, because the options are identified, and the endpoint (objectives) are defined - evaluations and/or models are needed to connect options to objectives. This consequence analysis completes the evaluation, and directly addresses which of the options is the best option. The same SDM approach to finding the best options can also be used for prioritization and resource allocation. Because all of the information is captured in a formal system with the help of computer tools (a software framework for implementing SDM), the decision models that are developed for an application can be fully evaluated numerically and for the insights gained from using a formal process for managing the multiple factors that need to be considered for complex decisions. This includes uncertainty and sensitivity analysis that can be used to guide the need for further data/information collection if the optimal decision is not adequately supported - that is, if there is insufficient confidence in the decision. Also, this feeds directly into adaptive management therefore if more data/information are collected then the efficacy of the current decision can be evaluated, potentially leading to a change in decisions if warranted. (authors)
Idaho National Laboratory (INL) has contracted IFE to support human factors research to understand how to perform control room modernizations in a manner that maintains or improves human and overall system performance. The US Nuclear industry and in particular several utilities are currently moving forward with a Main Control Room (MCR) modernization projects or future projects to replace current analogue systems with digital. The focus of the current project was to look at different interface platforms and different ways to present information to the interface end user, the plant operator. IFE’s focus was to develop digital soft controls HSI for the Generic Pressurized Water Reactor (gPWR) and a Larger Screen Display (LSD) to support the Control Room Operators. The IFE Advanced Control Room is a combination of the digital soft controls HSI and the LSD that provides a unique opportunity for testing in the HSSL at Idaho National Laboratory.
The Advanced Instrumentation, Information, and Control (II&C) Systems Technologies Pathway of the Light Water Reactor Sustainability (LWRS) Program conducts a vigorous engagement strategy with the U.S. nuclear power industry, including the nuclear operating companies, major support organizations, the Nuclear Regulatory Commission (NRC), and suppliers. The goal of this engagement strategy is to develop a shared vision and common understanding across the nuclear industry of the need for II&C modernization, the performance improvement that can be attained, and the opportunities for collaboration to enact this vision. In FY 2017, the vision, strategy, and project work was communicated to a number of key organizations, including the major industry support organizations, and a number of important industry conferences that are attended by leaders in nuclear plant instrumentation and controls as well as human performance and process improvement. This paper presents the specific engagement activities that occurred in FY 2017 to promote awareness and participation by the nuclear power industry in the activities of the II&C Pathway.
The following Key Messages comprise the salient findings of this study: 1. Ambient energy (from sun, air, ground, and sky) can heat and cool buildings; provide hot water, ventilation and daylighting; dry clothes; and cook food. These services account for about three-quarters of building energy consumption and a third of total US demand. Biophilic design (direct and indirect connections with nature) is an intrinsic adjunct to ambient energy systems, and improves wellness and human performance. 2. The current strategy of electrification and energy efficiency for buildings will not meet our climate goals, because the transition to an all-renewable electric grid is too slow. Widespread adoption of ambient energy is needed. Solar-heated buildings also flatten the seasonal demand for electricity compared to all-electric buildings, reducing required production capacity and long-term energy storage. In addition, ambient-conditioned buildings improve resilience by remaining livable during power outages. 3. National policies, incentives, and marketing should be enacted to promote ambient energy use. Federal administrative priorities should reflect the importance of ambient energy for buildings. Use of ambient energy should be encouraged through existing and new building codes and standards. 4. Ambient energy system design tools are needed for architects, engineers, builders, building scientists, realtors, appraisers, and consumers. PVWatts is used over 100 million times per year for photovoltaic system design. A similar, simple, and accessible tool for ambient design is crucial. 5. Training on ambient energy is needed throughout secondary, post-secondary, and continuing education for workforce development. Currently, only about 10% of colleges teach courses on passive heating and cooling systems. 6. Ambient-conditioned buildings should be demonstrated in all US climate zones. Performance should be monitored and reported, with quantitative case studies made widely available. 7. While current technology is sufficient to build high-performance ambient buildings now, research is needed to develop new technologies to harness ambient energy more effectively and more economically. Such advancements will facilitate adoption of ambient energy technologies in a wider range of buildings, including retrofits. Examples include windows with much lower thermal losses, use of the building shell as thermal storage, alternative light-weight thermal storage systems, sky radiation cooling systems, automated controls for solar gains and passive cooling, and ground coupling.
Lack of appropriate human performance data for the development of human reliability analysis (HRA) methods has been identified as a key issue contributing to the method-to-method variability among the HRA methods. The United States Nuclear Regulatory Commission (NRC) worked with domain experts to develop the Scenario Authoring, Characterization, and Debriefing Application (SACADA) system to collect nuclear power plants' licensed operator simulator training and examination data to inform HRA. In the past two decades, significant improvements in understanding and modelling human performance in HRA have affected the perspectives of the types of data to be collected for HRA. A significant change is that human performance is strongly dependent on the context of the tasks to be performed. To incorporate this understanding, the SACADA data taxonomy collects the context and actual performance information of the training objective elements (TOEs) in nuclear plant operator simulator training. This provides a framework consistent with HRA to use context to estimate human error probabilities. It is recognized that measuring crew performance is equally important as improving operator training. SACADA is designed to support the nuclear trainers in capturing this important information that is used to identify training weaknesses and drive continuous improvement. This paper discusses the SACADA taxonomy, the SACADA system's functions, and the supporting software design to enable the SACADA system to be practically implemented in the nuclear power plants' operator simulator training program to collect data for tracking operator performance and HRA analysis. (authors)