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APIRP

August 13th, 2010

I just got back from a very busy trip to Texas and Louisiana, both were very hot!  It is good to get back to Arizona for some nice dry heat.  :)
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I meet up with a young, old friend in Shreveport, LA and had a good time as we checked out a new job.  We had a nice steak dinner the night before the meeting catching up on old times and talking guitars all night.  Doesn’t Chris look great in a florescent orange smock?

This has been a very busy month working hard on PHMSA Solutions for the Pipeline Industry.  Our work with ISO 11064 Ergonomic Design of Control Rooms is perfect for addressing the CRM regulations and the API RP 1168 Pipe Line Control Room Management CRM.

Doug Rothenberg and I have been working on a new audit methodology and individual solutions to help our customers meet compliance with the regulation.

We have solid solutions for the HMI requirements using my High Performance HMI approach, that meets exceeds all the requirements under API RP 1165 Recommended practice for Pipeline SCADA Displays and Doug’s extensive knowledge of Alarm Management EEMUA191 and the API RP 1167 Pipeline Alarm Management recommended practices.

We are also working on a detailed workshop together Jack Pankoff of Production Excellence, Inc. please watch for further information.  It will be a very comprehensive and practical workshop.

This last month has been an opportunity to update some additional operator work loadings for customers. With a new focus on operator workload in the PHMSA rule – Monitor the content and volume of controller activities [controller loading] to ensure that they have sufficient time to analyze and react to incoming alarms annually but not exceeding 15 months.

We are receiving a lot of enquiries about control rooms again, especially in the Energy sector.  We seem to have a constant flow, I guess one day we will have upgraded them all and then it will be time to start again.  Well, that is what consultants wish for. LOL

I have a busy travel schedule coming up; I will be in San Francisco in the Bay Area, then San Diego and Houston.  After this the real travel starts I will be back in Norway for a week and then going straight to Jakarta. To think I have friends who complain about travelling 40 miles to work, they should try my commute!

After getting some good feedback from customers we renewed our BBB status, we wondered if anyone would even notice or care.  Feedback tells us that several thousand customers checked out our status with BBB and over 250 requested reliability reports about us.  As long as our customers see value in us participating with the program, we will continue to participate.  We have an A+ status and as all of customers are aware we strive for excellence and continuous improvement.

We would be delighted to hear from you, give us some feedback and let us know what you would like us to tell you about.  Next month, I will provide some more details on my Norway trip, I will be giving the keynote address at a big Alarm Management Conference and all the attendees will be invited to visit the Borregaard new central control room we designed and hear firsthand from the customer about the revolutionary work that has been done to take this Pulp & Paper Mill into a bright new and profitable future.

Author: UCDS Categories: News From Ian Tags:

Know your History

July 6th, 2010

Can it possibly be July already?  Oh how the time goes by.  I guess when you travel time flies.  Well, we always have time to stop and wish the USA Happy Birthday as we celebrate Independence.

I like to ask in my very British accent “What are we celebrating?” and I am amazed at how many Americans do not know their real history.  Those who know it was about separation from England often think it was about money and material things.  Americans are taught that “taxation without representation” was the reason America separated from Great Britain; yet “taxation without representation” was only reason number seventeen out of the twenty-seven reasons given in the Declaration of Independence – it was not even in the top half, yet it’s all that most ever hear.

Never mentioned today are the numerous grievances condemning judicial activism – or those addressing moral or religious or other issues.  American leaders long understood this Biblical truth.  For example, Thomas Jefferson noted: “History, by apprising them [students] of the past, will enable them to judge of the future.” And what can be learned by being “apprised of the past”? Go to WallBuilders to read more   about the historical distortion at http://www.wallbuilders.com/LIBissuesArticles.asp?id=100

Knowing your history is one of my core values.  I will soon be sending out a notice informing my customers that this year we are celebrating 10 years as a company and that we are still aligned after many changes to our mission and vision.  The UCDS vision is to implement Best Practice solutions for reducing the frequency and severity of abnormal situations, which will dramatically improve the nature of operations in production facilities. These Best Practices impact all aspects of plant operation and will result in improved plant performance, a reduction in incidents, and improved safety and profitability.

I have had a fairly quiet month allowing me to get 3 days a week at Physical Therapy as my shoulder heals from surgery.  I have taken one trip to Salt Lake City to visit a couple of customers who are interested in operator workload assessment which is a big deal this year with many new and existing customers.

As part of our initiative with Jack Pankoff and Production Excellence, Inc. (which is a Process Industry management consulting and executive development company), we provide industry Executives and Plant Managers with a systems approach to transforming their plant organization and improving the capability of their workforce.

The Production Centered Excellence Strategy™ is a process plant manufacturing management concept based on the philosophy that a process plant is in business to do one thing, and one thing only… produce a product.  Embedded in the philosophy are several key principles.

Five Key Philosophical Principles:
Safe production is the key mission of the plant.
The plant’s organizations, work processes, and job duties must be defined and support production.
All employees, regardless of their department and function are stakeholders in production.
All improvement initiatives must support Production Centered Excellence continuous improvement (Kaizen).
Excellence is not a destination; it is a journey of “continuous improvement”.

This month Jack released the first process industry report Improving and Sustaining Organization and Workforce Capability – A Systems Approach for Your Plant to Thrive in Any Economic Climate and it features one of our great deliverables Manpower Profile System which is a system that helps customers determine if the number of employees in each job position are adequate to perform normal operations and respond to abnormal situations.

Jack and I will be delivering on-site workshops as well as the usual public ones; however, many of my customers are taking advantage of this very effective service and understand how their shift team needs to be realigned and continuously improved to maximize organization and workforce capability. So often we witness our customers struggling with problems because they have historic workload that has not adapted with plant changes, we see some jobs overloaded to the point that human error is a close friend, while they have many positions that are really under loaded to the point of being boring and under stimulated that can also cause human error.

I have also seen an increase for requests for proposals to help customers who are transitioning their DCS or SCADA systems and need to consider major changes to their alarm management and HMI systems. Our book the High performance HMI Handbook is opening their eyes to a new way of creating good situation awareness and really impacting the performance of operators, bringing the big picture back into control rooms.

As you may have seen in our Upcoming Events section this month, ISA have awarded me with a Fellow status which is a great honor and I want to thank my sponsors who approached me separately last year for nomination:  Paul Gruhn, Nick Sands and Donald Dunn and the other ISA Fellows who reviewed my application.  I will be getting my award at the ISA dinner in October so that is something to look forward to.

As these holidays end we anticipate getting busy, I have several speaking engagements planned for the next couple of months and will be letting you know about them next month.

I always like to hear from our customers, even if we are not currently working on their projects.  It is good to keep in touch and to share ideas; I am thankful to you folks out there who do that.  We never charge for offering comments or advice or just staying in touch!  Please let me know if you would be interested in receiving some more free webinars?

Author: UCDS Categories: News From Ian Tags:

New Chapter at UCDS

June 24th, 2010

This past month has been very challenging for me with my shoulder recovering from rotator cuff surgery.  I managed to fly to Switzerland, Zurich and get a train to Neu Chattel or in English Newcastle.  I was doing a study for a new control room.  The visit went very well apart from needing help getting into and out of my FRC’ – try it sometime with your arm in a sling!

The journey home started well, I left the hotel at 6.00 am on Friday expecting to be home on Friday evening at 6.30pm.  When I tried to do an on-line check-in, I received a message saying discrepancy please call this 1800 number and that is the last thing you want to hear at 9:30 pm when you want an early night.  I called US Airways only to be told I had seats but no ticket!  I am used to a ticket without a seat but not visa-versa.  After over an hour on the phone the agent told me when they changed my flights on the outward journey they had not changed the tickets correctly and I would have to take my original flights which were cancelled by the agent in the USA the night before I travelled.

After several long discussions I had to explain that I now could not get to Zurich in time for that flight as I was getting the first train in the morning which would miss the connection by 2 hours!  After upgrading to a Supervisor and explaining they had changed my flights not me, she attempted to fix problem, after 2 hours on the phone she told me it was complicated and was taking some time and suggested I went to bed turn up at the airport and she would have everything fixed by the time I arrived.

So, I confidently went to bed and the following morning I got a train and arrived on time at Zurich airport, still a bit worried I thought I wouldn’t stop for breakfast even though I had 2 hours until my flight.  I thought just in case I would go straight to check-in.  Well things soon fell apart and my flight had mechanical problems and did not make it to Zurich on-time and I would not miss my connections in the States so they had rebooked me in coach on another flight!  With my arm in a sling and a big pad, both I and the agent realized I would need 2 seats in coach to make this work and they had overbooked the flight as usual.

So now the Supervisor sent me to a local hotel for the night in Zurich to get the flight the following day and she made me new connections.  Well the first flight was on-time, a good start to the day’s travels, and the only open flight they could get me on was the night flight which would mean a 7 hour delay in Philadelphia, only to find my next flight was delayed another 2 hours so I got home at 2.00 am Sunday morning.  Who said, travel was romantic and exciting?

Well I made a good start on my reports and I did get them out early so that was positive!

Dave has been busy doing reports and an updated staffing study for one of our existing customers. This seems very popular this year, and I must consider a maintenance program!  Dave also started new employment elsewhere this month, good luck to you Dave.  Dave will be doing some staffing models this next month for a new customer also.

Well it seems the economy is starting to turn after a hard year for all of us. I am grateful to those customers that kept us busy during the hardest recession and we welcomed a lot of existing customers back.

I have decided to take a more active role in the leadership of UCDS and have worked a new initiative with CCE Interiors and taken the company back.  We will continue to be working with CCE in the future and I want to thank Ward Hayworth and the other folks at CCE for all their help and support over the last 3 years especially Angela Farley who has been a great resource and kept me out trouble.

What does this mean to our customers?  No real physical changes except that we will be operating under a new tax id number and bank account.  We will continue to offer the same range of services but we may expand more in to the controls side of the business which is a core competence for us. I  am grateful for the support of some  of my previous clients who have now retired and want to work some part-time hours back in the industry like Harlan Graf who previous was refinery site manager for ConocoPhillips at the Rodeo Refinery. With the support and experience like Harlan who has been intimately involved in many central control room projects, we can offer our customers more than just an engineering solution, we can bring operations insight and many years of plant experience on every job we do.

This last few weeks I have sent out over a dozen proposals to customers, so we have to be prepared for the change in pace as the economy recovers.  We are now laying the foundation to take on that challenge.  I am excited to have people who, like myself, have a passion for this industry and not just doing a job but doing the very best we can to make sure our customers succeed and we reduce human error and improve operations performance.  Anyone can design a control room, and they do, but not many people can design a control room for good situation awareness in a cost effective manner.

I just received an invitation to do a keynote address for a conference in Norway.  A customer we just completed a massive new job for with a new Centralized Control Room will be presenting a couple of papers and taking the group back to show off their new control room which is outstanding and will serve them well for many years to come.

I am also grateful to our technical team led by Jason who behind the scenes moves, updates and optimizes our website and blog, and make it transparent to you our readers.  To Melinda who has been managing the UCDS office and keeping the accounting under control even during the recent birth of twin girls, good job Mel.

Keep watching and reading and see what is new with UCDS as we prepare for the next chapter in our lives.

Author: UCDS Categories: News From Ian Tags:

Operator Workload

May 18th, 2010

After an exciting 6 weeks on the road, I have returned tired and ready for some rest.  This last month Dave and I have been extremely busy.  It appears that Operator Workload is very popular at the moment and we have been doing a lot of new jobs and updating some existing customer studies as they have been adding new equipment to meet new Environmental challenges.

It is extremely important to balance workload across operators.  Too often we find 1 or 2 operator’s with extreme workloads well above Pacesetter and many below Industrial Standard.  Why?  Well, this often comes down to department mentality and lack of organizational planning, falling into traditional old organization mentalities.

We have been able to help many organizations better understand operator workload both for console and field operators.  Our methodology is without bias and is factual based on equipment, inter-connectivity of plant units and reflects the workload associated with the control tasks.  It highlights the additional work enforced by poor alarm management, it factually demonstrates the number of manual operator moves which should have been made by the control system.  We represent these against International KPI’s.

Our methodologies can better align organizations and highlight gaps in Supervision or work-team design.  See our website for briefing notes on this topic and some of the technical papers available, especially, “Don’t be thrown for a loop” article.

I have launched 2 major High Performance HMI initiatives one for the Pipeline Industry in Houston another for a Power Company in Alabama.  I must say I was very impressed with the operators in Alabama as they understand High Performance HMI better than many Control Engineers do.  They are doing a fantastic job and I wish them all the best as they transform their business.

I had the joy of spending some time this month in St. Croix which is always a pleasure.  We have been working on an update to a refineries console operator workload as they add new equipment.  I am delighted our model which was developed over 3 years ago is a major benefit as the refinery grows and changes with time.  Some of the original people we worked with have retired or moved on but new people are taking advantage of the initial investment the refinery made and are now receiving benefits from that past work.

This month I am indebted to Dave for taking the brunt of the workload for UCDS.  I am having shoulder surgery on May 13th and will be house bound for a few weeks as my Rotor Cuff heals.  Too many bags been thrown in and out of airplane lockers in the 3 Million Miles I have flown since moving to the States. Poor Dave, his feet will not touch the ground as he is working on multiple contracts in Multiple States.  I am hoping to catch up with him at the end of the month in Ohio for a customer visit.

Author: UCDS Categories: News From Ian Tags:

Control Room Design & Building Design

April 14th, 2010

User Centered Control Building Detailed Design

The Situation:

You want to build a new control building. You have an idea of how many people and what rooms are required, but you don’t have any idea of adjacencies, actual room sizes and details of what functions the rooms need to support. If you call in an architect they will provide a questionnaire to address these issues, however, the question are designed to get an answer, not ensure that the design meets the needs of the people. An architect may ask a client if he needs a training room and the client says, “yes.” The architect then designs a room based on how many people were in the control room. However, the Architect did not ask how training was to be done; or how the room would be used during different situations; or if the room would be used for other activities; or what is the vision for training in the future, such as cross-training; or how it will address console and field operator collaboration, procedure development and testing. You made mistakes with your existing building and don’t want to have to live with the results of a poorly implemented project for the next 30 years.

The Solution:

UCDS has been involved in over a hundred control room projects ranging from small refits of existing facilities to construction of state of the art consolidated control rooms. We work with multiple industries in multiple countries and have captured what works well and how to share learning events which is of benefit to our customers.

Front-end loading the project has been identified as a best practice by 1st quartile companies. This will involve production of a Functional Specification to ISO 11064 standards for Ergonomic Design of Control Buildings.

User Centered Design Services can help you through the process of making sure the Architect considers how the building will function, as well as how it looks. The Detailed Design phase includes a site visit to review preliminary plans with facility personnel and gathering information for a Functional Design Specification Document. The Detailed Design document provides specifications that allow any Architect to design a control room that will include Best Practices in layout and design. Further, our Detailed Design contracts terms require User Centered Design Services to be involved for the entire design phase of the project, typically an 18 month process. UCDS will be available for consultation with the Client, Architect, or other contractors involved in the design phase of the control room project for one fixed fee.

The Detailed Design service includes specifications on the following areas:

  • Primary and secondary user requirements
  • Room types, sizing and functions
  • Building and room adjacencies
  • Console arrangements and adjacencies based on process interactions and good communication and collaboration strategies
  • Ergonomic Console Design and work process requirements
  • Shared equipment arrangements
  • Fatigue countermeasures

Recommendations in collaboration with your Architect and their design contractors on:

  • Flooring
  • Finishes
  • Lighting
  • HVAC system
  • Noise
  • Use of interior glazing
  • Traffic flow
  • And many more…

It also includes an Operating Philosophy document. This is a template document that records the How, Why and When decisions made during the control building project. This covers topics such as plant startup strategy and functional relationships between new and old control rooms and backup control strategies in case of outages or common mode failures. This document should be used to remind the organization why things were done the way they were, and ensure future changes do not work against the original intent of the project.

The Process:

Our detailed design service typically picks up after completion of the Control Building Conceptual Design, although it is not a requirement. If the conceptual Design phase is not done in conjunction with UCDS, a preliminary meeting most likely will be required to allow UCDS to get up to speed with the project goals.

After the Conceptual Design the Client can begin the process of choosing an Architect while UCDS generates a Detailed Design report based on interviews with a wide cross-section of the buildings primary and secondary users. Our report will provide the Architect with details and specifications critical to designing a building that encompasses all Best Practices and provides a +/-30% budget figure. These details will also allow an architect to develop 90% construction drawings to provide a +/- 10% estimate.

This visit typically lasts for a week, and one or two representatives from UCDS will visit the site. During this process UCDS will perform interviews with all stakeholders in the control building project including: Senior Management, Department Management, Instrument Engineers, Instrument Supervisors and Technicians, Process Engineers, Training Supervisors, Trainers, Procedure Writers, Control System Engineers and Technicians, Operations Supervision (all levels), Field and Console Operators, Health and Safety, Process Safety Management, and Business Planning. These interviews are typically an hour long. We prefer to interview Operators at their duty stations during morning and evening shifts. This puts the operators more at ease, and minimizes scheduling issues and overtime costs for the Client. The Client should plan on a significant number of personnel being interviewed during the visit, and budget the internal cost appropriately.

UCDS also provides adjacency requirements for rooms and consoles and will develop a functional layout diagrams for review by the stakeholders. We then provide this information in the form of a Detailed Specification, to your Architect who will turn the sketches into code compliant drawings

After the Architect has developed a few options for the building layout, UCDS will make a site visit to review the plans with all levels of facility personnel, especially all those interviewed in the first phase. This allows the gathering of feedback, ensures the concerns of all stakeholders are addressed, and helps to educate, sooth fears and increase overall project buy-in. A 3D video walkthrough can be provided.

As the Client goes through the iterative process of finalizing the building design, User Centered Design Services will be available for consultation and meeting as required.

Benefits:

This process provides for any client a cost effective method to incorporate Best Practices in control room design into their new facility. This can be done for new building or retrofits of existing facilities. User Centered Design Services brings state of the art learnings from throughout industry to bear on your facility.

A badly designed project can incur costly changes, re-designs, scope creep, time delays, construction nightmares, and could have implications on the effectiveness of the plant for the next 30 years. A properly designed facility can increase operator performance, reduce work-related stress, reduce human error, improve safety, reduce upsets, slowdowns and shut downs, and contribute significantly to the bottom line of the plant.

Related Services:

User Centered Design Services can also help Clients in selecting an Architect for their project. Our extensive background in these types of projects makes us extremely well qualified to help select the most cost effective Architect while still providing a Best Practice solution. Please see the Engineering Service Briefs for more information on this service.

Please contact us via our contact page if you would like to schedule an evaluation.

Author: dlee Categories: News From Ian Tags:

Why do we need to do Management of Organizational Change (MOOC)?

April 12th, 2010

One of the biggest questions we get asked by our clients is ‘Why do we need to do Management of Organizational Change (MOOC)?’ This still seems a strange question to us. Companies rarely question the need for normal Management of Change and the link between equipment changes and potential safety and operational compromises is well understood. Why should it not be so obvious for changes in management systems or personnel? Changing an operator’s span of control surely impacts their decision processes, especially when confronted with abnormal situations. Changing an operator’s physical location, for example when moving to a remote centralized control room, can have a significant impact on communications (or even the ability to help out when something in the field goes awry.) How about a change in management? Does the direction of senior management have an impact? It certainly does if there is, for example, a change of emphasis from safety to production goals – should we keep the column running at all costs or just shutdown to be safe. Looking at the recommendations for MOOC in the literature and standards each of these scenarios would trigger a study. We know from past incidents that changes such as those above have been contributing factors, just take a look at the recommendations from the Baker Report on the Texas City incident.

MOOC is a requirement in certain locations, in the UK for hydrocarbon facilities, in Contra Costa County in the US for all chemical facilities and the requirement if even in the PSM regulations. However, in most cases we are content to use outdated facilities siting checklists to satisfy this. If you agree with the above shouldn’t the question we hear be ‘How do we do MOOC?’

Author: dlee Categories: News From Ian Tags: