Human systems integration (HSI) is the required interdisciplinary integration of the human as an element of a system to ensure that the human and software/hardware components cooperate, coordinate and communicate effectively to successfully perform a function or mission.
It is estimated that 80% of all life-cycle costs are related to the interaction of a human within a system.
"Eighty percent!" Curt Braun, PhD, human performance advisor with bp, explained. "Now, here’s the challenge: What if you want to change it? Understand that making mistakes is good. It’s a lot like a small girl who, at a parade, says, ‘Look! The emperor has no clothes!’ But the challenge is, taking that to the next step, which is how do we get the emperor clothed?"
Early intervention during design can reduce human error advises bp
Curt Braun, PhD, human performance advisor with bp
In a presentation focusing on the human factor in engineering design at the International Association of Drilling Contractors Health, Safety, Environment and Training Conference, Braun noted that tools and activities can be designed to reduce mistakes. But even more mistakes can be avoided when leaders provide input in the pre-concept stages of design.
"Leaders need to say, ‘don’t buy that unless we get ahead of its design and implementation,’" he said. "Making a demonstrable change in what can go wrong depends on your ability to affect how innovation is brought to the workplace."
Braun encouraged conference attendees to "take the information we have about the systems we use and affect their design, because the decisions are made in the concept design — in the conceptualization of technology of a system. And that occurs really early. If you want to fulfill the dream of human and organizational performance, you need to be part of that." Early interaction — "really early," Braun re-emphasized — dramatically reduces life cycle costs.
"We reap massive benefits from it, because imagine how much effort we spend knowing that this system has vulnerabilities, has an error track and has a difficult procedure," Braun continued. "Are we going to live with that for 40 years until we change it or sell the asset? Take the knowledge you have and affect the subsequent design."
It is management and leadership’s job to utilize "all they know about human capabilities and limitations and apply the information to achieve efficient and effective, safe systems at minimum cost," Braun continued. "If a system may be error-prone but cheap to buy, you know that it’s more expensive to operate because we have to have so many humans in the process to make sure that we don’t do it in a way that we miss all the issues."
Maintaining and supporting operations are key components of an ideal HSI plan, Braun said, as is safety. Braun also prioritized attention to habitability and environment and emphasized training as essential HSI components.
"Making a demonstrable change in what can go wrong depends on your ability to affect how innovation is brought to the workplace."
"If you’re wondering about training after the system has been developed, you’re already too late," he said. "If you took operators to this pre-concept stage and said, ‘Hey look, what training is going to be necessary? Do we need a simulator? Do we need on-the-job training? What are we going to do?’ When it rolls out, you’re ready. But if you say, ‘Oh we forgot something, and we don’t know what we’re going to do, so let’s have some training!’ you’re too late."
People are going to make mistakes, Braun admitted, "but those mistakes have to affect design. And the only way to affect design is to get ahead of it. Understanding where we make that input is the challenge. And where do we make those mistakes? In pre-concept."
"You’re in the best position to capitalize on all the organizational human performance principles," he concluded. "That’s where those principles need to point toward. It’s how we’re going to change this in the future."
