Details

Autor(en) / Beteiligte

• Filho, Salvador Ávila,
• De Souza Cerqueira, Ivone Conceição,
• Nogueira Santino, Carine,

Titel

Human factor and reliability analysis to prevent losses in industrial processes : an operational culture perspective

Ort / Verlag

Amsterdam, Netherlands ; : Elsevier,

Erscheinungsjahr

[2022]

Link zum Volltext

• Elsevier Books AutoHoldings

Beschreibungen/Notizen

• Includes index.
• Front Cover -- Human Factor and Reliability Analysis to Prevent Losses in Industrial Processes -- Copyright Page -- Contents -- About the authors -- Preface -- 1 Paradigms -- 2 Book structure -- 3 Products related to the chapters -- Acknowledgment -- 1 Introduction -- 1.1 A brief discussion -- 1.1.1 The organization inserted in the social environment -- 1.1.2 Conceptual and mathematical models in human and operational reliability -- 1.1.3 Risk management in complex processes and environments -- 1.1.4 Competency analysis and task planning -- 1.1.5 Analysis and diagnosis of human factors -- 1.2 Discussion timeline and schools -- 1.2.1 A historical vision about schools related to origin of human reliability -- 1.2.1.1 Mass production in the United Kingdom and Fordism in the United States -- 1.2.1.2 Toyota, total quality control and total productivity maintenance in Japan -- 1.2.1.3 Psychology and safety of work, discussion originated in the United States and Europe -- 1.2.1.4 Psychodynamics at work in France and England -- 1.2.1.5 Cognitive ergonomics (France) -- 1.2.1.6 American anthropometrical ergonomics -- 1.2.1.7 Human reliability in nuclear power plants (CNSI/ONU) -- 1.2.1.8 Analysis of the task in England, Manchester, and Sheffield -- 1.2.1.9 Cognitive models about human error in Nordic countries -- 1.2.1.10 Human error analysis in US aviation -- 1.2.1.11 Chemical industry and oil industry in the United States -- 1.2.1.12 Rail transportation in the United States and maritime transportation in the United Kingdom -- 1.2.1.13 Medical error in the US health services -- 1.3 Worker role in job and society: human error -- 1.3.1 Human activity -- 1.3.2 Role at work and society -- 1.3.3 Departments, functions, and human reliability -- 1.3.3.1 Strategic area-business environment -- 1.3.3.2 Technology and projects -- 1.3.3.3 Organizational culture.
• 1.3.3.4 Production management profile -- 1.3.3.5 People management -- 1.3.3.6 Selection by function -- 1.3.3.7 Education and training -- 1.3.3.8 Leadership -- 1.3.3.9 Operation profile -- 1.3.3.10 Maintenance profile -- 1.3.3.11 Laboratory profile -- 1.3.3.12 Health, security and environment profile -- 1.3.3.13 Logistics -- 1.3.3.14 Client -- 1.3.3.15 Summarizing -- 1.3.3.16 Example of the possibility of the same error caused by different functions -- 1.4 Risk management on material losses and operations -- 1.4.1 Material loss risk -- References -- 2 Human reliability and cognitive processing -- 2.1 Human reliability -- 2.1.1 Why study human reliability? -- 2.1.2 Classic concepts of human reliability -- 2.1.2.1 The worker is guilty!!! -- 2.1.2.2 The injured is guilty! -- 2.1.3 Modeling-first, second, and third generation -- 2.1.3.1 First generation-Technique for Human Error-Rate Prediction -- 2.1.3.2 Proposed exercise -- 2.1.3.3 Second generation-TESEO e CREAM -- 2.1.3.4 Exercise -- 2.1.3.5 Third generation-Using fuzzy logic to change performance factors -- 2.1.4 Standardized plant analysis. risk-human reliability analysis method and a case in a chemical facility -- 2.1.5 Human reliability involved in the cultural link -- 2.1.5.1 Human design and reliability -- 2.1.5.2 Structures, processes, and environments -- 2.1.5.3 Operational failure exergy -- 2.1.5.4 Human reliability database -- 2.1.5.5 Fuzzy mechanics in human reliability -- 2.1.6 Operator discourse-fuzzy -- 2.1.6.1 Operator discourse -- 2.1.6.2 Dynamic risk management and operator discourse -- 2.1.6.3 Assumptions for investigation of operator discourse -- 2.1.6.3.1 The phenomenon of omission and commission (reason) -- 2.1.6.3.2 Operational mode differences for task analysis -- 2.1.6.3.3 Patterns and culture -- 2.1.6.3.4 Process interconnects -- 2.1.6.3.5 Multicultural.
• 2.1.6.3.6 Fluctuation of behavior -- 2.1.6.3.7 Skills analysis -- 2.1.6.4 Abnormality mapping and operator discourse -- 2.1.6.4.1 Complexity -- 2.1.6.4.2 Failure logic in complex systems -- 2.1.6.4.3 Influence of technology on human error -- 2.1.6.4.4 Operational factors for failure -- 2.1.6.4.5 Normal state of process -- 2.1.6.4.6 Process disorders -- 2.1.6.5 Identification of types of operational factors in failure -- 2.1.6.5.1 Cause, signal and consequence -- 2.1.6.5.2 Potentiating factor, false factor, and anticipated factor -- 2.1.6.5.3 Failure energy feedback -- 2.1.6.5.4 Corrective action and preventive action -- 2.1.6.6 Failure analysis in production systems -- 2.1.6.6.1 Identify the moment of failure materialization -- 2.1.7 Third-generation application in the calculation of organizational efficiency, Oil &amp -- Gas -- 2.1.7.1 The method -- 2.1.7.2 Generic algorithm -- 2.1.7.3 Situation simulation -- 2.2 Human reliability and cognitive processing -- 2.2.1 Cognitive processing -- 2.2.2 Introduction to cognitive processing, cases, failure, and skill knowledgement, rules -- 2.2.2.1 Case 1: Divided attention in the oil industry -- 2.2.2.2 Case 2: Illusions of memory in the workplace -- 2.2.2.3 Case 3: Primary memory capacity and memory with association -- 2.2.2.4 Case 4: Mind map, perception and mnemogram -- 2.2.2.5 Case 5: Slips, organizational and individual values -- 2.2.2.6 Case 6: Defragmenting the operator's discourse to investigate accident -- 2.2.2.7 Case 7: Human error, automatism and excessive self-confidence -- 2.2.2.8 Case 8: Gender conflict and ethnicity prejudice in shift operator accident -- 2.2.2.9 Case 9: Conflict of generations and supervision of shifts -- 2.2.2.9.1 The supervisor asked the expert how to proceed in this situation of generational conflict? -- 2.2.2.10 Failure analysis with cognitive nature cause.
• 2.2.2.11 Case 10: Culture biases and population stereotypes -- 2.2.2.12 Case 11: Emergency, Three mile island (nuclear fission versus utilities), and Fukushima (tidal wave) -- 2.2.2.13 Discussion on skills, knowledge, and rules -- 2.2.3 Cognitive functions and decision processes -- 2.2.3.1 Routine of a field operator in chemical industry -- 2.2.4 Learning and skill -- 2.2.5 Motivation and decision -- 2.2.6 Decision-making process -- 2.2.7 Cognitive model discussion -- 2.2.7.1 Rules, gaps, and questions -- 2.2.7.2 Model I-Cognition and memory operations -- 2.2.7.3 Model II-Decision model for the observer and the controller -- 2.2.7.4 Model III-Simple model for cognition -- 2.2.8 Human behavior dynamics in the company -- 2.2.8.1 Classification of psychological/psychic functions in the informational process -- 2.2.8.2 Movements: functions and behaviors in the organization -- 2.2.8.3 Organizational processes -- 2.2.8.3.1 The moment of reality and cognitive processes -- 2.2.8.3.2 The moment of elaboration of causal nexus -- 2.2.8.3.3 The moment of fantasies and unconscious processes -- 2.2.8.3.4 Thought and fantasy can provoke verbal and motor actions -- 2.2.8.3.5 The moment of the organic nexus -- 2.2.8.3.6 The moment of causal and organic nexus -- 2.2.8.3.7 The moment of information processing, memory and action -- 2.2.8.4 Johnny Big Head's life cycle in the organization -- References -- 3 Factors affecting the performance of tasks -- 3.1 Human and social typology -- 3.1.1 Human typology -- 3.1.1.1 Types of organizational behavior -- 3.1.2 Social typology and archetypes -- 3.1.3 Classification of human error -- 3.1.4 Concepts and the investigation of latent failure -- 3.1.5 Socioeconomic environment: human reliability analysis -- 3.1.5.1 Social culture, globalization, and human types of the society for work -- 3.1.5.2 Influence on the workplace.
• 3.1.5.3 Organizational environment: human reliability and efficiency -- 3.1.6 Investigation of socioeconomic-affective cycle and cycle of thinking and decision making-utility -- 3.1.6.1 Cycle of socioeconomic-affective utility -- 3.1.6.2 Thinking cycle -- 3.1.6.3 Decision-action cycle -- 3.1.7 Executive function analysis -- 3.1.8 Environments in human and operational reliability: human error -- 3.1.9 Diseases, bad habits and cognitive academy -- 3.1.9.1 Case study-sulfuric acid and oil industry -- 3.2 Task assessment -- 3.2.1 General -- 3.2.1.1 Task control complexity -- 3.2.1.2 Methods in task analysis -- 3.2.1.3 Requirements for task analysis -- 3.2.1.4 Knowledge base and skill in planning and adjusting the task -- 3.2.1.5 Means and goals in task planning -- 3.2.2 PADOP-environments and cognitive aspects in task preparation-execution -- 3.2.2.1 IAT-task environment identification -- 3.2.2.2 PCET-cognitive processing -- 3.2.2.3 PCET-task execution -- 3.2.2.4 ATEE-assessment of the task, efficacy, and effectiveness -- 3.2.2.5 PADOP-implementation process -- 3.2.3 Tools for planning the standard task -- 3.2.3.1 Practical case-fertilizer industry -- 3.2.3.2 Case study-oil and gas processing -- 3.2.3.3 Dynamic investigation of task in failure -- 3.2.3.4 Case study-oil and gas processing -- 3.2.3.5 Case study-oil and gas processing -- 3.2.3.6 Case study-oil and gas processing -- 3.2.3.7 Operational failure connectivity -- 3.2.3.8 Principles and concepts of connectivity analysis -- 3.2.3.9 Case study. Cooling system -- 3.2.4 Decision analysis under stress: emergency simulation -- 3.2.4.1 Organization of techniques for task review -- 3.2.5 Application of PADOP for the sulfuric acid plant case -- 3.2.5.1 Introduction -- 3.2.5.2 Operational context of the case of sulfuric acid facility -- 3.2.5.3 Task and barriers analysis -- 3.2.5.4 Critical analysis.
• 3.3 Discussion about API 770.
• Description based on print version record.