Managing HFE in Projects - PDO

Shell Global Solutions
Confidential
OGP Project Services
User Guide
Project Value Process No.13: Managing Human Factor Engineering in Projects

OG.03.30714
User Guide
Project Value Process No. 13
Managing Human Factor Engineering in Projects
Custodian: R. Huisman Shell Global Solutions, OGNL-OGP/1
Owner: H. Goudsmit Shell Global Solutions, OGNL-OGP
Keywords: Project Management, Value Process, HFE
Confidential
This document is made available subject to the condition that the recipient will neither use nor disclose the contents except as agreed in writing
with the copyright owner. Copyright is vested in Shell Global Solutions International B.V., The Hague.
© Shell Global Solutions International B.V., 2003. All rights reserved.
Neither the whole nor any part of this document may be reproduced or distributed in any form or by any means (electronic, mechanical,
reprographic, recording or otherwise) without the prior written consent of the copyright owner.
Shell Global Solutions
Shell Global Solutions is a trading style used by a network of technology companies of the Royal Dutch/Shell Group.

OG.03.30714 1 Confidential
Document History:
Date Issue Reason for change Author Name / Ref.Ind. Approved Name / Ref.Ind.
Signature
May
2003
A
Approved for
Implementation
H. Clarijs,
OGNL-OGP/8
H. Goudsmit,
OGNL-OGP
The controlled copy of this document is held by Shell Global Solutions, OGP Project Support Group.
All paper copies are uncontrolled.

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Table of Contents
1. INTRODUCTION 3
2. OVERVIEW 4
2.1 OBJECTIVES 4
2.2 SYSTEMATIC APPROACH 4
2.3 BENEFITS AND COST OF APPLYING EMIS ® 8
3. WHEN 10
4. HOW / WHY 11
4.1 HFE AWARENESS (FED-1) 11
4.2 HFE DESIGN ANALYSIS (FED-2) 11
4.3 HFE IMPLEMENTATION (FED-3) 12
4.4 HFE SUPPORT (IMPLEMENTATION) 12
5. WHAT 13
5.1 ACTIONS AND DELIVERABLES 13
5.2 CONSIDERATIONS IN APPLICATION OF THE PROCESS 13
6. WHO 14
6.1 PROJECT MANAGER 14
6.2 HFE COORDINATOR 14
6.3 HFE ENGINEER 14
7. APPLICABLE KPI’S 15
7.1 PROCESS RELATED KPIS: 15
7.2 END RESULT RELATED KPIS 15
8. TOOLS 16
9. DEFINITIONS / REFERENCES 17
APPENDIX A: OVERVIEW OF EMIS ® 18
APPENDIX B: HFE - OVERVIEW OF ACTIVITIES FOR EACH PROJECT PHASE 19
APPENDIX C-1: HFE – ACTIVITY MATRIX DURING FED-1 20
APPENDIX C-2: HFE – ACTIVITY MATRIX DURING FED-2 21
APPENDIX C-3: HFE – ACTIVITY MATRIX DURING FED-3 22

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1. INTRODUCTION
Project Value Processes (PVPs) are a series of facilitated work processes to assist Shell Global Solutions
staff in developing and implementing capital projects. The use of PVPs is a requirement for all projects
executed under the responsibility of the Shell Global Solutions OGP business group as defined in ‘OGP
Governance: Project Development and Implementation’ (Ref 0). These PVPs assist project managers,
project engineers and others involved in the development and implementation of capital projects to
create maximum ‘value’ for the project through fit-for-purpose designs, strategies and plans.
The purpose of this User Guide is to provide the Project Team with guidelines and relevant information
for the correct execution of this Project Value Process. In addition, it will assists in creating an
awareness of relevant aspects of the value process and transferring knowledge on the subject to other
parties, such as project sponsors, stakeholders, contractors, etc.
The ‘product’ resulting from the application of PVPs should be viewed as an ‘agreement’ between those
parties that were actively engaged in executing these value processes. This agreement complements or
refines the already agreed scope, objectives and plans for the project into more detailed and precise
description or definition.
As PVPs are an integral element of OGP’s business process for projects, maximum benefits are derived
from using them with relevant facilitation and in combination with the Project Development and
Implementation Process and Project Guides.

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2. Overview
2.1 Objectives
Human Factors Engineering (HFE) or ergonomics engineering (which can be considered synonyms), is
the process of integrating human capabilities in the design of products, work places or work systems
(plant/facility). HFE focuses on the interaction between people and their working environment. The
objective is safe, healthy and effective people in combination with efficient work systems, which
translates into strong operational performance.
People are a major factor in determining the success of a business, especially where this involves
complex manufacturing or processing activities. This is in spite of advances over the last few years in
key areas of technology, such as computing, process instrumentation and control, automation and even
robotics.
Successful companies are aware that operators and other such personnel are large determinants of the
efficiency of work systems. The effective adaptation of the technical systems to human capacities, e.g.
in operating and maintenance tasks, is a precondition to a strong operational performance. When
designing systems it is important to consider HFE aspects at an appropriate stage of design, along with
all economic and technical requirements. This approach in the energy and process industry is to
institutionalise HFE so that it becomes integrated in all business processes and projects.
2.2 Systematic Approach
In order to get HFE demands systematically translated into all design specifications, Shell has
developed an Ergonomics Management and Information System (EMIS ® ). This system is based on best
practice and learning from past projects. EMIS ® is a Quality Assurance system, that uses a hierarchy of
procedures and tools to:
o Develop an HFE scope for the project
o Carry out analysis based on this scope
o Ensure that design requirements are implemented into the design of the project, through an
HFEIP and agreed KPI’s
o Ensure that design requirements are assured during FED-3
o Evaluate HFE in the project during the Post Implementation Review
It ensures that the end user’s demand are systematically identified and included in all design and
engineering requirements for the new facility.

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EMIS ® has been developed using two approaches:
1. By project function, i.e.:
o Information and Training tools (IT)
o Project Management and Quality Assurance tools (PMQ)
o Engineering tools (ET)
o Procurement Management tools (VM)
o Construction Management tools (CM)
2. Into four quality management levels based on the requirements of the project:
Level 1: Policy
Level 1 documents provide an overview of the EMIS ® system and explain purpose and objectives
of HFE. It facilitates creating an awareness of the various HFE aspects and how these influence the
operations and maintenance of a plant. Target audience are the end-users of the new facility,
business representatives, and project team members.
Level 2: Procedure
The level 2 documents describe the HFE activities of the various project development phases,
including the roles and responsibilities of the persons involved. It specifies which HFE activities
should be carried out in each project phase, and who is involved in executing them. This level is
important for the project team and the design and engineering individuals involved.
Three main procedures are distinguished: (a) plant and equipment design, (b) building and
workplace development, and (c) information design. Furthermore, specific tools have been
developed to support projects in the area of: (a) human performance improvement, i.e. human
behaviour and error reduction, (b) operational excellence, i.e. investment justification analysis for
upgrading existing operations, and (c) health ergonomics, i.e. physical and mental stress
reduction.
Level 3: Tools and Methods
The level 3 documents include specifications and design guidelines. This level also deals with
topics that are relevant for various projects, e.g. control room design, computer interface design,
office building design, plant lay-out, VDU screen design, development of lighting plans, general
HFE training, process equipment specifications, vendor specification, and construction
specifications. These documents are important for the project team, process design and discipline
engineers, and operations and maintenance personnel.
Level 4: Standards
Level 4 documents are HFE standards such as ISO standards relating to topics such as noise,
lighting and temperatures, safety and clearances of machinery, controls and display design, and
usability specifications. These documents are to be used by project team, discipline engineers, HFE
focal point, during the development of the BOD, BDP and project specification documents.
An important principle of the application of EMIS ® is the process of identifying, understanding and
specifying the detailed HFE design requirements at an appropriately early stage in the design process,
such that these ‘requirements’ are incorporated within the design as reflected in the BOD, BDP and PS.

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While further refinement activities may be required at a later phase during detailed design, this frontend
development principle avoids the need to change the design at a late stage to include HFE
requirements retroactively. This process includes the following steps:
Identification of Design Hotspots and Performance Issues
This is achieved using the HFE Focusing Tool and the Work Systems Analysis Tool.
The HFE Focusing Tool includes an assessment of the 10 Performance Factors for the project:
1. Efficiency in design
Is there an opportunity to achieve higher levels of operational efficiency on specified end user
tasks through improvements in design. Examples: a more logical and shorter operator’s round;
easier and fewer manual valve operations; easier and more efficient pigging operations; easier
change-out of removable items such as filters & consumables; pump start-up by one instead of two
operators, etc.
2. Maintainability
Is there a need to ensure a high level of maintainability for critical items through more focused
attention to operator task demands. Examples: to assure achievement of availability targets; in
exploiting shorter shutdown or change-out periods; to reduce the likelihood of maintenance errors
on safety critical equipment; to reduce waiting time; to reduce adverse working postures; to
provide hoisting equipment which is easier to use; saving on scaffolding cost, etc.
3. Safety & Reliability
Is there an opportunity to improve safety & reliability through specific attention to human
operations. Examples: reducing the likelihood & impact of identified critical human errors (e.g.
reduced switching errors through a well designed overview; quicker and more effective
urgent/emergency intervention; preventing unintended control actions, etc.).
4. Health
Would the application of targeted design features assist in achieving worker health standards?
Examples: reduced exposure to hazardous materials; less force required in manual handling;
better working/living environment; fewer adverse working positions such as working when
bending, crouching, on one leg, with the body twisted, less pulling, pushing, lifting, reduced
bolting effort, etc.
5. Usability & IT
Do specific usability issues need to be addressed to assure IT product effectiveness? For example,
software usability, decision support tools for trip management, etc.
6. End users needs
Does the success of this project depend on systematically assessing end users’ needs in relation to
specific task demands? Examples: through timely and systematic capture & incorporation of end
users’ knowledge of work systems in early design (for example by scheduling a front-end
ergonomics evaluation session).
7. 3rd party customers
Will external (3rd party) customers interface with the designed Shell facility/product? I.e. requiring
a broader range of end users’ needs to be accommodated in the design - e.g. design of office
building entrances, the design of a motor oil bottle; design of filling stations for 3rd party or
external use etc).
8. Unfamiliar project or technology
Is this the first project of its kind or the first use of a new design/technology? If so, this may require

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e.g. trial use by end users of new work systems (hardware/software) to improve usability; task
analysis of new tasks in order to understand hazards and opportunities & assist design.
9. HFE competency of design contractors competent
Would the project benefit if design contractors to be used had HFE competence to deal
with/identify HFE needs and opportunities? i.e. without that competence and an agreed approach
HFE opportunities/resulting operational improvements may not be exploited.
10. HFE audit trail
Is an audit trail required to demonstrate that HFE has been incorporated into the design of the
project? Examples: as required by regulations (e.g. for a safety case where authorities require an
explicit treatment of Human factors in design); or for insurance purposes (e.g. reduced premiums
for reduced risks).
The project specific actions derived at with the HFE Focusing Tool are recorded in the Work Systems
Analysis Tool. This indicates whether requirements are included in the design through the application
of standards, or whether an additional assessment and analysis is required.
Identify HFE Scope of Work
Based on the outcome of the previous process step, a detailed scope of work is developed that
indicates which actions need to be executed by whom and when.
Develop HFE Plan and include in BOD
This includes documenting HFE requirements and work plan for the project, also indicating the
interaction with future end-users, and what steps must be taken to ensure that these requirements will
be fully supported by design features.
Conduct HFE Analysis and include in BDP
When specified in the HFE Scope of Work further analysis and definition of HFE requirements is
carried out. A design report is produced indicating the additional needs.
Develop HFE Implementation Plan and include in PS
A project specific HFE implementation plan is produced, specifying all activities required by drawing
on the results from the Work Systems Analysis Tool and any subsequent analyses. The plan should also
indicate what additional activities are required in the subsequent project phase to confirm/further
specify requirements, as a result of any additional information.
Execute HFE Activities
All HFE activities that were identified during the previous steps are executed snd results fed back into
design and engineering specifications. Reviews are carried out to ensure proper co-ordination and
communication.
Develop Construction Plan
A project specific construction plan for use during the implementation phase is developed including all
identified HFE requirements. The purpose of the HFE construction plan is to guide the construction
contractor with respect to the typical HFE requirements. This includes a methodology to deal with ‘field
run’ installed equipment (e.g. small bore piping, lighting fixtures, secondary cable trays etc.). This will
ensure that the HFE specifications are properly implemented during the construction phase.
Implement Construction Plan
It may be necessary to insert relevant requirements into the installation contractors’ work scope, as well
as monitoring and verifying that these needs are met. This process can be met through:

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Awareness sessions with on-site contractors.
Execution of HFE verification rounds.
A procedure, which advises the contractor how to deal with a situation, diagnosed as ergonomically
undesirable.
Post Implementation Review
Evaluate the success and the learning points of application of the HFE process in the project. This
evaluation should include:
Ergonomics evaluations during operations to verify that ergonomics hazards have been properly
identified and secured in the design and to identify other possible issues that were not adequately dealt
with.
Organisational design issues to verify that organisational demands were adequately identified and
dealt with during the design phase.
Identify the costs and benefits of HFE involvement in the project.
2.3 Benefits and Cost of Applying EMIS ®
There is significant evidence that ‘human-centred’ systems result in increased productivity, enhanced
quality of work, reduction in support and training costs, and improved user satisfaction. Although the
human-machine interface in process industry projects has always been considered to be an integral
part of a sound engineering design, many misfits in operability, maintainability, system reliability and
product design have been experienced after implementation. HFE is an approach to system design
focused on usability to enhance user effectiveness, efficiency and working conditions. Achieving a
human centred design ‘right first time’ requires integration in the technical design process in the early
development phases, and structured consultation to define end user requirements to support business
needs.
Benefits of correctly applying HFE aspects in the development and implementation of projects are:
• Balanced input of operational, process and health and safety criteria into the facilities design
• Increased awareness of the “people issues” among key project team members and contractors
• Greater emphasis on the needs of operators and maintenance staff during the early stages of
design
• Reduction in the number of approval cycles during the design phase
• Reduction in the level of rework during engineering and construction
• Enhanced layout, operability, reliability and maintainability of plant and equipment
• Raised productivity and quality
• Reduced project life-cycle cost
• Improved health, safety and well- being of workers plus greater job satisfaction
Based on the results of cost/benefit evaluations and user feedback the cost benefits are:
• Capex reductions of up to 5%
• Cuts in engineering hours of up to 10%

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• Reductions in life-cycle operational and maintenance costs of 3–6%
The cost of correctly executed HFE activities during the front-end development and
implementation phases are in the order of 0.4 – 1.0 % of total engineering costs, or 0.06 – 0.2 of
TIC.
The cost and benefits of applying HFE elements for a particular project can be assessed and
justified by using the Investment Justification Model (Ref. 4).

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3. When
The application of HFE is an integral part of the FED process. HFE activities are executed during each
of the FED-1, FED-2, and FED-3 phases, as illustrated in the table in Appendix B.

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4. HOW / WHY
An important principle in the approach to meeting the HFE requirements is that the process of
identifying, understanding and specifying the HFE strategies and detailed design requirements should
be started at an early stage in the design process, such that these ‘requirements’ are incorporated in
the project deliverables. While further refinement activities may be required at later stages (e.g., in
detailed design), this avoids the need to change design at a late stage.
4.1 HFE Awareness (FED-1)
During FED-1 a general awareness of HFE involvement is developed, and the HFE input to the project
identified.
Using the HFE Focussing Tool and Work Systems Analysis Tool (Ref. 3) the HFE process and activities
for all project phases are identified, and the involvement of the HFE-engineer agreed.
Effective linking of the results of the Project Value Processes – Design Class (Ref. 5) and Value
Engineering (Ref. 6) will offer an efficient way to improve the HFE scope definition and tailor the
subsequent HFE analysis to the need of the business client.
The purpose is to develop an awareness of the value of using HFE, to identify value adding HFE scope
and to agree how HFE activities are included in the project development and implementation. The cost
and benefits of applying HFE elements for a particular project can be assessed and justified by using
the Investment Justification Model (Ref. 4).
4.2 HFE Design Analysis (FED-2)
During this phase an analysis is carried out of operational, maintenance and other critical tasks,
leading to the identification of HFE design requirements for the project by using the Front End
Ergonomics Evaluation Matrix (FEEEM ® ).
FEEEM ® was originally developed for Plant and Equipment design only. Based on its success similar
tools has been developed in other design areas where the human machine interface can be critical in
terms of system performance:
• Human Link – and Relationship (HLR ® ) analysis for building development;
e.g. control room, workshop, laboratory and office buildings.
• Workplace design;
e.g. innovative office configurations, DCS console design, entrance desk design, etc.
• Attention Hierarchy (AH ® ) coding for information presentation design;
e.g. graphical display and pictorial information design.
• Human Performance Improvement tools;
i.e. Human Error Quantification & Reduction tools (HEQIT ® ).
• Physical and mental stress reduction;
i.e. Stress Thermometer (ST ® ) monitoring & analysis for stress monitoring and responding to
stress during organisational changes.
A standard part of applying the FEEEM ® during plant lay out development is an analysis of critical
valves (IVA ® ), identifying input to the development of the Operational Implementation Plan (OIP) and

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the development of a strategy with respect to implementing HFE in long-delivery items and package
units.
The purpose of this work is to identify the scope of applying HFE in the design and engineering of the
project, and to capture the design requirements in the FEEEM ® report that is subsequently integrated in
the Project Specification document.
4.3 HFE Implementation (FED-3)
On basis of the FEEEM ® , the HFE requirements for the project are communicated with basic
engineering or project definition contractors.
The deliverables from the FED-3 phase are verified against the actions identified in the FEEEM ® . An
HFE Implementation Plan (HFEIP) and an HFE Construction Plan (HFECP) is prepared to secure HFE
requirements for the Implementation phase.
The purpose of sharing the FEEEM ® report with contractors is to ensure a proper understanding of the
HFE requirements for the project, and to jointly identify opportunities for improvements.
4.4 HFE Support (Implementation)
The HFEIP and HFECP form the basis of the HFE work executed by the detail engineering, procurement
and construction contractor(s).
During detailed engineering critical design details as per FEEEM ® report specifications are checked
against the actual development status e.g. through (3D CAD) model reviews to assure that intentions
and selected solutions are implemented. Furthermore a strong focus will be on the management of
vendors. In particular a more up-front ‘change management’ approach to skid-mounted or packaged
unit suppliers has proven beneficial in terms of operational and maintenance quality improvement
against (extra) cost.
The objective of the HFE plan for construction is to ensure that the operational and maintenance HFE
requirements criteria stipulated during the engineering phases are satisfied.
The above-mentioned objective is achieved by:
• Including requirements in construction contracts;
• Briefing (CD-ROM/training) construction contractor staff;
• Addressing responsibilities;
• Conducting weekly/fortnightly HFE verification rounds;
• Giving awareness training to construction personnel involved;
• Conducting audits.
The benefits identified are:
• Better plant lay out,
• Reduction of re-work,
• Schedule advantage,
• Reduction of operations and maintenance life-cycle costs,
• Improvement of ‘client commitment level’.
The purpose during this phase is a proper implementation of the HFE aspects identified for the project.

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5. WHAT
5.1 Actions and Deliverables
Main actions and deliverables related to this PVP are summarised in the overview in Appendix B.
Detailed processes, actions and deliverables are included in EMIS®. A fit-for-purpose project specific
plan should be developed that aligns and integrates HFE activities with the other project work.
5.2 Considerations in Application of the Process
The process of integration of HFE within a project will ensure that the facility design supports the
effective and efficient functioning of human beings, thereby improving usability in operational and
maintenance tasks. Early integration of HFE in a ‘right first time’ manner can deliver cost and time
savings in both the definition and implementation phases of the project, and over the life of the new
facilities. A reduction in design phase approval cycles and re-work is possible through the front-end
capture and specification of stakeholders’ needs and expectations.
Effective use of the output of other Project Value Processes, e.g. Design Class and Value Engineering
offers an efficient way to improve HFE scope definition tailored to the business needs.
A key risk is a failure to execute the front end HFE evaluation / stakeholder requirements review at an
early phase and in an efficient manner. Ideally this should be undertaken just after the Design Class
Selection workshop in FED 1.
Other risks include:
• Not correctly understanding critical tasks and subsequent design criteria leads to reduced
performance and increased human error likelihood.
• Incorrectly application of HFE development process may lead to human - and system
inefficiency.

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6. WHO
6.1 Project Manager
The Project Manager has the overall responsibility of:
• Nominating a HFE Coordinator for the project
• Ensuring that HFE is executed as per PVP
• Approving the scope of HFE input for the project
6.2 HFE Coordinator
The HFE Coordinator has the responsibility of:
• Engage with the HFE Engineer
• Ensuring that the scope of HFE input for the project is identified and approved
• Ensuring that the agreed HFE elements are executed according to the agreed plan
• Ensuring that relevant solutions are selected and agreed with the stakeholders
• Ensuring that HFE requirements are included in the project’s deliverables
6.3 HFE Engineer
• Provides for awareness training and facilitation of workshops and meetings
• Advises on the necessary HFE input for the project
• Assists with implementing selected HFE solutions
• Provides the FEEEM ® report
• Assists in preparing the HFEIP and the HFECP
• Participates in HFE reviews and audits during detailed design, procurement and
construction

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7. APPLICABLE KPI’s
7.1 Process related KPIs:
• Key mile stones of specified deliverables achieved;
i.e. correctly executed front-end HFE scoping study (e.g. FEEEM ® ) with clear HFE action plan
signed off by customer and project manager (correct execution includes study being executed
to coincide with Design Class Selection in FED-1 and updated in FED-2; all key stakeholders
attended FEEEM ® session)
• Audit trail of deliverables from FED-3 against FEEEM ® action plan items and % FEEEM ® items
closed out (FEEEM ® index).
• 0 measurement and target;
e.g. re. HFE competence of project team
• 0 measurement and target;
re. understanding of added value HFE by project team
7.2 End result related KPIs
Full client satisfaction with consultation on expectations re HFE and operational facility performance.

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8. TOOLS
Ergonomics Management and Information System (EMIS ® )
custodian is Shell International Health Services B.V.
Front End Ergonomics Engineering Matrix (FEEEM ® ).
custodian is Shell International Health Services B.V.

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9. DEFINITIONS / REFERENCES
Ref. 0 - OGP Governance – Project Development and Implementation, OG.03.30540.
Ref. 1 - Minimum Health Management Standard Human Factor Engineering, Shell HSE Panel,
2001
Ref. 2 - Project Guide 1A 'HSE & SD in Projects', OG.03.30302
Ref. 3 - HFE in projects engineering, DEP 30.00.60.10
Ref. 4 - HFE Investment justification, DEP 30.00.60.12
Ref. 5 - PVP 6 'Design Class', OG.03.30185
Ref. 6 - PVP 8 'Value Engineering'

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Appendix A: Overview of EMIS ®
Management information on the implementation of ergonomics in engineering and projects (MG1)
EMIS® Summary
(MG1A)
Information and
training tools (IT)
Project Mgt. & Quality
Assurance tools (PMQ)
Engineering tools (ET)
Procurement
management tools
(VM)
Construction
management tools
(CM)
01 Economical and noneconomical
benefits of
human centred design
02 Video The human
dimension
03 Workshop “Ergonomic
design in
petrochemical
industry”
03A Ergonomic misfits in
staircase design
03B Case study
Cost/benefit analysis
03C Case study
Vertical pump design
03D Case study skid
Packaged Unit
03E Case study Control
room
03F Case study Graphical
display lay-out
04 Project Ergonomic
Team training
05 Training oper./-maint.
Personnel
06 Focal Point Ergonomic
Design course
07 Workshop “Ergonomic
design in
projects”
01 Managing Human
Factors engineering in
projects procedure
01A Control room design
procedure
01B Plot plan development
procedure
02 FEEEM® design
analysis
02A Operator/emergency
route development
procedure
03 Identification of valves
analysis (IVA®) 04
04A Procedure HFE PIR
05 Construction
Ergonomics Procedure
06 Human reliability and
error analysis
HEQIT®
07 Benefits of ergonomic
design, part 1
Quantification model,
part 2 Case studies
07A Quick reference guide
benefits ergonomic
design
08 Checklist Model
review
09 Quality audit
Engineering
contractor
10 International
Standards/ guidelines
01 Best practice human
computer interface
and control room
design
01A Checklist control room
ergonomics
02 Questionnaire control
room design
03 Information transfer
procedure
03A Hierarchy Attention®
coding for graphical
display design
04 Checklist Human
Computer Interface
05 Best practice office
buildings
06 Best practice
ergonomic office layout
07 Best practice vertical
pump lay-out (3 D
CAD)
07A Best practice
horizontal pump layout
(3 D CAD)
07B Best practice heat
exchanger lay-out
08 Best practice hoisting
equipment
09 Best practice mobile
elevating platforms
10 Best practice for
application of mobile
actuators for valve
operations
11 Shell Ergonomic
Checkcard System
(SECS©)
12 Best practice (handheld)
tools evaluation
13 Best practice checklist
ergonomic
considerations
14 Best practice
development design
indoor lightingsystems
01 Best practice Vendor
information for
application of
ergonomics in
packaged units
02 Best practice checklist
basis requirements for
ergonomic design of
packaged unit
03 Packaged unit
procurement
ergonomics procedure
01 Best practice
specification for
application of
ergonomics
within
construction
engineering,
fabrication &
installation work
02 Construction
contractor
training
02A CD ROM
‘Management of
‘Field run
equipment’
03 Best practice
construction
contractors
checklist
04 Ergonomic
Verification
Report
Use of an EMIS® document in isolation may lead to unsuccessful implementation of Human Factors Engineering in
Projects.

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Appendix B: HFE - Overview of Activities for Each Project Phase
FED-1 FED-2 FED-3 Implementation
What
HFE Awareness
HFE Design Analysis
HFE Implementation
HFE Support
Develop an awareness of the
value of using HFE and to agree
how the HFE process is included
in the project development and
execution by:
• Executing awareness
presentation and training.
• Use of the HFE Focussing
and Work Analysis
Protocol.
Develop and specify HFE design
and engineering requirements
by:
• Carry out FEEEM ® analysis
and use IVA ® for plant
layout and equipment
design.
• Develop specific design
requirements using EMIS ® .
Transfer of HFE requirements to
basic engineering and project
definition contractors, and
prepare for implementation by:
• Sharing of the FEEEM ®
results.
• Reviewing, challenging and
confirming the selected
design and engineering
solutions.
Verification of HFE aspects in
constructed plant by:
• Review of detail
engineering, procurement
and construction work.
• Provision of expert support.
• Agree on HFE process and
activities for following
project phases and the
involvement of the
HFE-engineer.
• Preparation of EIP and ECP
to secure HFE requirements
for the Implementation
phase
How Workshop. Developing the FEEEM ®
specifications.
Focussed discipline meetings.
Focussed reviews and audits.
When When Draft BOD available. When draft PFSs are available.. Throughout Phase. Throughout Phase.
Deliverable HFE Plan. Completed FEEEM ® . Confirmed FEEEM ® , and
completed HFEIP and HFECP.
Accepted plant.

OG.03.30714 20 Confidential
Appendix C-1: HFE – Activity Matrix during FED-1
This activity matrix is meant as a guideline for executing the work related to ‘Human Factor Engineering’ during FED-1.
The actual sequence and content of each step can be customised to tailor the requirements for an individual project.
Activity
Ref.
Activity Responsibility Procedure or
User Guide
Standard
Tools
1 Assign HFE Coordinator for the project. Project Manager User guide
2 Review project objectives and targets for HFE. HFE Coordinator User guide
3 Contact SI-HE/2 and arrange content and
planning of HFE activities.
HFE Coordinator User guide SI-HE/2 HFE toolbox
4 Execute agreed HFE activities. HFE Engineer DEP
30.00.60.10
5 Deliver HFE Plan HFE Engineer DEP
30.00.60.10
SI-HE/2 HFE toolbox
SI-HE/2 HFE toolbox
6 Manage incorporation of workshop results in
project scope.
7 Validate project deliverables are in line with
HFE Plan
HFE Coordinator User guide
HFE Coordinator User guide

OG.03.30714 21 Confidential
Appendix C-2: HFE – Activity Matrix during FED-2
This activity matrix is meant as a guideline for executing the work related to ‘Human Factor Engineering’ during FED-2.
The actual sequence and content of each step can be customised to tailor the requirements for an individual project.
Activity
Ref.
Activity Responsibility Procedure or
User Guide
Standard
Tools
1 Assign HFE Coordinator for the project. Project Manager User guide
2 Review project objectives and targets for HFE. HFE Coordinator User guide
3 Contact SI-HE/2 and arrange content and
planning of HFE activities.
HFE Coordinator User guide SI-HE/2 HFE toolbox
4 Execute agreed HFE activities. HFE Engineer DEP
30.00.60.10
5 Deliver FEEEM ® . HFE Engineer DEP
30.00.60.10
SI-HE/2 HFE toolbox
SI-HE/2 HFE toolbox
6 Manage incorporation of workshop results in
project scope.
7 Validate project deliverables are in line with
FEEEM ® .
HFE Coordinator User guide
HFE Coordinator User guide

OG.03.30714 22 Confidential
Appendix C-3: HFE – Activity Matrix during FED-3
This activity matrix is meant as a guideline for executing the work related to ‘Human Factor Engineering’ during FED-3.
The actual sequence and content of each step can be customised to tailor the requirements for an individual project.
Activity
Ref.
Activity Responsibility Procedure or
User Guide
Standard
Tools
1 Assign HFE Coordinator for the project. Project Manager User guide
2 Review project objectives and targets for HFE. HFE Coordinator User guide
3 Contact SI-HE/2 and arrange content and
planning of HFE activities.
HFE Coordinator User guide SI-HE/2 HFE toolbox
4 Execute agreed HFE activities. HFE Engineer DEP
30.00.60.10
SI-HE/2 HFE toolbox
5 Confirm FEEEM ® , and deliver HFEIP and
HFECP.
6 Manage incorporation of workshop results in
project scope.
7 Validate project deliverables are in line with
FEEEM ® , HFEIP and HFECP.
HFE Engineer DEP
30.00.60.10
HFE Coordinator User guide
HFE Coordinator User guide
SI-HE/2 HFE toolbox