Quick Wins of design validation

The design validation approach is based in ISO 11064-7:2006; Ergonomic design of control centres — Part 7: Principles for the evaluation of control centres. Ops Factor translated this ISO chapter into a pragmatic and structured validation tool. The deliverable is an advice report with a presentation of high level practical improvements prioritized on feasibility, business impact and costs.

Steps

Deliverables

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Ops Factor design validation roadmap

The design validation can be conducted both on line or by planning a site visit. When conducted online, the gema will be done by video and photo footage and by conducting interviews with a representative group of end-users of the control room facilities.

Strategic session

The goal of the strategic management session is to define the high level (future) operations ambition regarding automation and remote control (long term and short term). The management session follows a proven structure and takes 4 hours or 2 x 2 hours in case of online consultancy.

Resulting in:

Gemba

Gemba is a Japanese word meaning “the actual place.” In lean practices, the gemba refers to “the place where value is created,” such as the operating room. Gemba walks refer to the action of going to see the actual process, understand the work, ask questions, and learning from those who do the work.

With the increase of automation and digitalization, the control room is getting more and more the heart of the operational process. It is the place where data comes together and where proper action is being taken. 

For Ops factor, the online version of gema is a combination of videos, photos and interviews with representatives of all roles involved in control room workflow. 

The gema results in:

Gap analysis

The gaps will be identified by verifying how the actual work environment meets the functional and ergonomic design requirements. Where the functional design requirements are a result of both the strategic session and the gemba (observation and interviews). Secondly there is a validation of how the actual work environment is experienced in practice. Gaps that can be based on the lessons learned listed by end users during the gema or in interviews.

Impact analysis

To be able to justify changes and to decide on priority and budget, an impact analysis can be conducted with the team by scoring the operational impact of the identified gaps and the probability and severity of the risks. Common risks are for example lower productivity, incidents, delays, etc. 

Cost of benefit analysis

The outcome of the Gap analysis is used by Ops Factor to define high level improvement possibilities. These improvement options can be categorized in quick wins (low costs, easy to implement like 24/7 operator chairs) or long term solutions which require more thinking and budgeting (integrating communication systems). In a final session with management, the possible improvements are presented as well as feasibility and costs.

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