Human Factors in effective operational railway testing and commissioning

We would like our paper to be considered for inclusion in a special edition of the Journal of Rapid Rail and Transit. This paper provides an overview of the role that Human Factors can play in generating and measuring key... [ view full abstract ]

We would like our paper to be considered for inclusion in a special edition of the Journal of Rapid Rail and Transit.

This paper provides an overview of the role that Human Factors can play in generating and measuring key measures for railway testing and production of evidence for hazard closure.
The successful management of Human Factors Integration is reliant on a firm knowledge base, a detailed understanding of scope and establishing working relationships with other key domains. Human Factors is able to impact the design of the socio-technical system far more effectively than completing a box-ticking exercise or expert review. This paper discusses the practical application of an approach using test scenarios that:
• Use specific measurable criteria, focused upon the evaluation of operational fit;
• Use repeatable scenarios using different operational personnel and different observers each time the scenarios are run;
• Identify the allocation of function between man and machine.
The benefits of this approach include an increased likelihood of solution uptake by end users, realistic expectations of human performance and minimising the impact on training.
There are a number of key areas of operations that are critical when making a change to the railway environment and introducing new systems and technology. From the HF perspective for true integration, this is not restricted to product usability, maintainability and other physical aspects. In the example cited, around 75% of the safety integration concerns are related to “human components”. The areas covered include changes to:
• The application and comprehension of railway operational rules and procedures;
• Communication principles;
• Design of equipment and locations;
• Organisational structures and team dynamics and the human workload associated with the roles within them.
Successful Human Factors Integration requires a set of different roles and mandates. In particular a distinction must be made between Human Factors governance and Human Factors application. The challenge often faced by a railway programme or project is where to apportion Human Factors scope and effort as specialist resource is often expensive and hard to obtain. This paper will illustrate that the correct use of Human Factors personnel at differing organisational levels within a programme allows for the design of functions and building of capabilities.
Lastly this paper discusses the role of Human Factors in assessing and designing for increased automation within a command and control structure and railway environment.
The experience conveyed in this paper is in a practical environment on a major European railway project, which includes alterations to:
• Rolling stock, inclusive of maintenance fleets;
• Signalling equipment;
• Lineside interfaces;
• Interfaces to security;
• New control suites inclusive of training facilities; and
• The culture of railway planning.
This railway re-signalling programme has recognised the importance of Human Factors from the start; that has allowed a step-change in the typical design and commissioning approach by giving Human Factors the same level of authority and importance as other technical disciplines.