Graham Seeley, Sydney Trains - Using Cardboard and Paper to Optimise Future Control Room Design
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Transcript of Graham Seeley, Sydney Trains - Using Cardboard and Paper to Optimise Future Control Room Design
1 Commercial in Confidence Commercial in Confidence
Using Cardboard and Paper to Optimise Future Control Room Design A Sydney Trains HF Case Study Graham Seeley
March 2014
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Overview • Case Study: The Infrastructure Control Centre
(ICON) project – A maintenance directorate incident response centre – Objectives and challenges
• Developing the Control Room design concept – Human Factors Integration; including design mock-up – Engaging end users – A new approach to shared overview displays – Demonstrating value-added through Human Factors
Integration (HFI)
• Lessons learnt for future projects
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“…a 1975 film directed by Edward Dmytryk”
“Something to do with chairs?” – ANON
But first; What is Human Factors?
Human Factors Integration
PeoplePhysical Size
CharacteristicsBackground
AttitudesValues
OrganisationLeadership
CultureWork Patterns
CommunicationTraining
JobDesign of Equipment
Rules and ProceduresTools
SignageEnvironment
• Primarily a combination of Psychology and Ergonomics
• Seeking to provide a good fit between people and systems
• A multidiscipline, scientific approach to the optimisation of human performance at work
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Background to this Case Study • Historically there were separate 24/7 maintenance
operations centres for different asset groups
• Limited visibility of each other’s operations, making incident coordination difficult
• Aim: to improve incident-response and fault-management: – A single point of contact – Improved customer and stakeholder management
– Efficient response, analysis and resolution times for complex inter-related faults
– Efficient management of field-resources
– Clear accountability and reporting
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Designing the Infrastructure Control Centre
• Challenges during project-delivery – Environment of wide-reaching Reforms – Short timescales – Different, isolated operational teams – Design trade-offs inevitable
• Infrastructure, Technology and Process impacts
• Most importantly, a People and Change project…
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Initial workshop issues captured
Open-plan noise and distraction
Management interruptions
Room layout Desk design
Inadequate Storage space
Lack of “defensible
space”
Error potential in critical-tasks
Communication flows
Workstation layouts
Network Overview displays
Environmental design Alarm-conflict
Accessibility and circulation Protocols Conflicting design
requirements
End-user concerns Human Factors issues
Resistance to change &
Acceptance-risk
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Conflicting Requirements
2
5
4
11. Large overview
display from existing facility
2. Raised platform
3. Tall desk partitions
4. Awkward circulation space
5. Standing-height workstations
3
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Creating a design mock-up • Mock-ups / prototypes can be used
iteratively, to give confidence in design
• Allow stakeholders to visualise a design – Low cost, high value – Intuitive reviews, unlike 2D designs – Identify issues and support integration – Optimise design prior to construction,
avoiding re-work
• Mock-up/ prototype detail should be commensurate with the risks or issues involved
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Benefits of the mock-up exercise
• Cardboard and tape - $400
• Two willing graduate interns
• 7 days to build a mock-up – Electrical Operations Centre – ICON workstations – Alternate Overview designs
• Managing project risks and optimising the design
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Building the mock-up
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Benefits of the mock-up exercise • The mock-up began
attracting attention
• Became a meeting point to resolve issues
• Trade-offs and conflicts were resolved
• Gradually began to establish user buy-in
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HF Requirements - Overview Displays
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An alternative Overview concept
…combined with a
suspended off-
workstation LCD
display concept A more usable LCD
overview, with screens
and information suited
to the room size…
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An alternative Overview concept
Off-workstation reference display; Safe and comfortable interaction; Optimising legibility and visual field.
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Change-management activities
• Integrated workshops/ meetings • Field trip to review similar facilities in
operation – Visit to Public Transport Authority,
BHP, and Rio Tinto in Perth – Short, medium and longer-term
recommendations – Further team building
• Stakeholder input to other HF and risk management activities
– Human Error Assessment workshops – Post-commissioning follow-up reviews
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Video
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Value added through HF Integration
• Confidence in design concepts
• Supporting delivery on schedule
• Improving operational efficiency, communication and team-working
• Assuring staff safety, health and wellbeing
• Whole-life technology cost savings ~ $200k
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Lessons learnt from this Case Study
• Early Integration of Human Factors – Most effective from the concept phase – Engaging stakeholders and managing requirements – Value-added for project and whole asset-lifecycle
• Post-commissioning issues – Managing degraded modes
• User-centred, rather than technology-centred
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