The Basics Human Factors and Ergonomics Andy Brazier 30 minutes Tel: 01492 879813 Mob: 07984 284642 andy.brazier@gmail.com www.andybrazier.co.uk

Ergonomics and Human Factors What are they? Same thing or different? Why are they important?

Ergonomics The application of scientific information concerning humans to the design of objects, systems and environment for human use. The interaction of technology and people Basic anatomy, physiology and psychology Objective to achieve: The most productive use of human capabilities Maintenance of human health and well-being The job must ‘fit the person’ and should not compromise human capabilities and limitations. From the Ergonomics Society website at www.ergonomics.org.uk

Human Factors Physical demands - musculoskeletal disorders “Environmental, organisational and job factors, and human and individual characteristics which influence behaviour at work in a way which can affect health and safety” Physical demands - musculoskeletal disorders Psychological demands - stress Social conditions - job satisfaction Human error - cause of major accidents. HSG48 Reducing error and influencing behaviour

Human Factors What are people being asked to do (the task and its characteristics)? Who is doing it (the individual and their competence)? Where are they working (the organisation and its attributes)?

There is a large overlap Ergonomics Human capabilities Hardware design Work stations User interfaces Working environment Manual handling Personal safety, health and well being Human factors Whole system Organisation Culture Tasks Errors Procedures Training and competence Major hazard

Why important? Up to 80% of accident causes can be attributed to human factors All major accidents involve a number of human failures Human factors is concerned with Understanding the causes of human failures Preventing human failures.

Management of Health & Safety at Work Regulations (MHSWR, 1992) “Every employer shall make and give effect to such arrangements as are appropriate, having regard to the nature of his activities and the size of his undertaking, for the effective planning, organisation, control, monitoring and review of the preventative and protective measures” (Regulation 4) The recent Management of Health and Safety at Work Regulations, published in 1992, also refer to the need to have in place management arrangements for health and safety.

Robens Report, 1972 “Promotion of health and safety at work is an essential function of good management … Good intentions at the board level are useless if managers further down the chain and closer to what happens on the shop floor remain preoccupied exclusively with production problems” The recognition of the importance of safety management is not a new concept. For example, the Roben’s Report in 1972 stated that the promotion of health and safety at work is an essential function of good management.

Industrial Accident Prevention “Underlying accident causes are faults of management and supervision plus the unwise methods and procedures that management and supervision fail to correct…” Heinrich (1931)

Behavioural safety Tends to be more concerned with Physical activities Personal safety accidents Failures of people at the sharp end The premise is that people are free to choose the actions they make Human factors is based on the principle that people are ‘set up’ to fail Management and organisational root causes.