Human error is a recognised factor in most major accidents, either causing the incident or failing to manage it effectively. Whilst good engineered systems and effective safety management are essential pre-requisites, high performing organisations implement advanced approaches to the prevention and management of human error and unsafe behaviour.
If you take a historical perspective, safety critical industries first focused on getting engineered safety right. After suffering a series of major accidents, it was recognised in the 1980's and 1990's that safety must be managed like other core aspects of business. Over the past few decades there has been a growing consensus that achievement of high standards of safety requires that the human element of risk is also effectively managed. Most leading organisations see the management of Human Performance and prevention of Human Error to be essential elements of latter day high performing organisations.
Human Factors, Ergonomics and Occupational Psychology are applied to ensure that an organisation's safety performance is an asset rather than a risk. Whilst the initial prompt for applying Human Factors and Ergonomics is safety, systems designed according to good Human Factors practice are also easier to operate and help improve business performance.
The main reasons that organisations apply Human Factors in safety critical industries are to:
Optimise safety performance and thereby:
Meet regulatory Human Factors expectations:
And thereby demonstrate you have a proactive approach to meeting regulatory requirements and applied latest safety thinking to the management of human error.
Improve business performance
Properly trained, motivated and supervised people, working to realistic procedures with suitable equipment in a supportive organisational climate (all aspects of Human Factors) help to improve operational productivity, quality of services and avoid business interruptions.
We believe you need to be highly involved throughout the process of our consultancy from the evaluation of the problems through to devising and implementing effective solutions. Without your full understanding and buy-in to the necessary changes that need to be made, any solution will only address the problem in the short term. We're a solution-based consultancy, which means any strategy has to be self sustaining in your company.
We look at your human risk issues from a holistic perspective, helping you gain a complete understanding of your business, your employees and the areas of risk that need to be addressed.
We have worked with many of the big names in many high-hazard industries. What's more, our strong reputation regularly sees us called upon by working groups and regulators, such as the Health and Safety Executive, to conduct research projects and develop guidance tools. This expertise puts us in a unique position to understand the pressures that high hazard companies are under.
The Health and Safety Executive has defined human factors (also known as Ergonomics) as "the environmental, organisational and job factors, and human and individual characteristics which influence behaviour at work". www.buncefieldinvestigation.gov.uk/glossary.htm
The terms Human Factors and Ergonomics are sometimes used by people synonymously and sometimes they are used to refer to different lines of work. Human Factors has been used, especially in the major hazard industries such as oil and gas to refer to behavioural, competence and leadership issues. Ergonomics is sometimes used to refer to engineering issues such as equipment and workplace design.
However, most people now view Human Factors and Ergonomics as referring to a multi disciplinary profession that combines psychology, ergonomics, anthropometry and engineering.
On 20th October 2009, the Ergonomics Society formally became the Institute of Ergonomics & Human Factors.
The Institute of Ergonomics & Human Factors provide their own definition of Human Factors and Ergonomics. www.ergonomics.org.uk/what-ergonomics. Broadly they define Ergonomics/Human Factors as the application of scientific information concerning humans to the design of objects, systems and environment for human use.
The key elements are that all ergonomics work includes detailed analysis of human activity and a proper understanding of the users. This commitment to "human-centred design" is an essential element in ensuring that the benefits of technology are fully realised across all contexts (from high-hazard industry to lifestyle and leisure).
The British Psychological Society defines occupational psychology as "concerned with the performance of people at work in training, how organisations function and how individuals and small groups behave at work." www.bps.org.uk/careers/what-do-psychologists-do/areas/occupational.cfm
The British Psychological Society is the scientific society and professional body for psychologists, incorporated by Royal Charter in 1965.
Many people working in the area of Ergonomics/Human Factors have occupational psychology training. They tend to focus on issues such as competence, training, leadership and culture.
In order to use the title Occupational Psychologist, you need to be registered with the Health Professionals Council (HPC).
Greenstreet Berman Ltd is an Institute of Ergonomics & Human Factors Registered Consultancy.
The Institute of Ergonomics & Human Factors (IEHF) is an international organisation whose main aim is to promote public awareness of ergonomics and its applications. As the professional organisation for ergonomists and human factors specialists, the Institute maintains standards and a Register of Ergonomics Consultancies.
The Consultancy Register is an authoritative list of individuals and organisations who are capable of providing ergonomics advice to clients to the high technical standards required by the Institute.
Our listing can be seen on the IEHF Register of consultancies http://www.ergonomics.org.uk/rc-directory
Jon Berman and Michael Wright are both Registered Members of the IEHF. Jon is a Fellow of IEHF with over 30 years Human Factors/Ergonomics experience, whilst Michael has over 20 years experience.
Greenstreet Berman has been a long-standing supporter of the IEHF, with Jon being a Member of Council and Chair of the Professional Affairs Board of the Institute.
The IEHF was formerly the Ergonomics Society, which celebrated its 60th Anniversary in 2009 and changed its name to reflect better the breadth of activities undertaken by its professional members.
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