Train traffic controllers’ work during aTrain traffic controllers work during a large railway construction project :

How to maintain safe working practises during multiple parallel changes?

HF & Safetyand HUSC seminar

Marja-Leena Haavisto, Kaarin Ruuhilehto, Pia OedewaldVTT Technical Research Centre of Finland

219/04/2010

BackgroundBackgroundLarge railway construction projects have been started in Finland to upgrade the capacity of line sections

Planning, construction and maintenance services are purhaced from engineering firms, consultants and contractors (outside providers)(outside providers)

Source: Annual report 2008, Finnish Rail Admistration

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Case: upgrading of the Lahti-Luumäki (-Vainikkala) line section

Goals:Goals:

• Shortened travel times in passanger traffic

• Improved competitiveness of pfreight traffic

Source: Finnish railway statistics 2009, Finnish Rail Admistration

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Challenges of train traffic controlling during a large

railway work projectrailway work project

The simultaneous management of passanger traffic punctuality, commercial freight traffic and ensuring safetypunctuality, commercial freight traffic and ensuring safety during track work is extremely demanding

photo: STT Train traffic controlling is a critical function when managing safe and efficient use of the track during track work

photo: STTNousiainen

Various risks for occupational safety and train safety

How to accurately localize the track work via communication,but without system that enables accurate position (e.g. GPS)?

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Aims of the research

1. to understand the cognitive demands (i.e. human information processing) of the train traffic controller’s task during railway construction work

2. to evaluate the prerequisites established by the organisations to perform the task safely: safety culture evaluation

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1. Analysis of train traffic controller’s tasks- Participants: six train traffic controllers worked at the three

different desks:different desks:- Three experts (7-20 years experience in traffic control)

and three novices (1-3 years experience), participated i th fi ld t din the field study

- Data collection:- Video recording of one controller at time as she/he was g

controlling rail traffic and granting permissions for railway work in the early morning rush-hour period between 7:00 and 9:00 hours

- After the work performance, video recorded think-aloud sessions

- Semi-structured interviewsSemi structured interviews- Phographs of the tools and equipments- Document analysis of regulations and the work

instructionsinstructions

719/04/2010Eastern Finland Traffic Control Centre in Kouvola

Saimaa remote-Saimaa remote-control

Salpausselkä remote-control Kaakko remote-controlIitti remote-controlSalpausselkä remote-control(Lahti-(Kerava)/(Riihimäki)

Repovesi remote-

Kaakko remote-controlLahti-Luumäki

Iitti remote-control(Kouvola) –(Lahti)

Controller’s superviser:Contact with the main traffic

control centre in Helsinki

pcontrol

Kouvola station

Kouvola station area: The wall panel

Traffic control

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Analyses

The main cognitive activity goal structure achieved was analysed g y g yusing a hierarchical task analysis (HTA):

sequential and parallel tasks to perform during granting permission for track workpermission for track work

Analysis of situation awareness (SA) elementsSA = what is happening around you and understanding what th t i f ti t d i th f tthat information means to you now and in the future(Endsley, 1995)

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R lt M i l d b l f tiResults: Main goals and subgoals of granting permission for railway work

0 C t l t i t ffi f l d ffi i tl0. Control train traffic safely and efficiently

-When the maintenance work safety responsible for railway k i lli f t i i t t t k th 1 21. Continuosly monitor and control

train trafficwork is calling for request permission to start work, then 1.2.-When the person responsible for railway work calls, then 1.3

1.2. Grant permission for railway work

1.3. Terminate permission for railway work

1.2.1. Receive a 1.2.4 Confirm 1.2.5 1.2.2 Confirm that 1.2.3 Confirm 1.2.6.Grant request for starting

railway workthe work site on

track line and nature of the

work

5Protect the work area

the work is planned and has been given notice

in advance

whether the trail worker has a work ID for

ongoing railway work

6 G a tpermission for railway work

work

-If not, then 1.2.3.1 give a ID

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Train traffic controlling: human information processing and Real world g p gSituation Awareness (SA)

Real worldSituation:Track work,Trains etc

Perception Situation AwarenessU d t di f thTrains etc. - Understanding of the

current situation- Projection of future status

C t ll ’ WORKINGPlanning and

Controller’s WORKING MEMORY

gDecision making

Selective attention Performance

Long-term memoryExperiences: similar situations Learned Facts-Type of train, number of trains -Conditions -Procedures, methods, rules, etc. wheather, tools work instructions

M-L Haavisto

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Results: Elements of the train traffic controller’sResults: Elements of the train traffic controller s Situation Awareness (SA)

Typography of Train traffic signaller logAdvance information of upcoming

Typography ofterrain-acceleration oftrains

Train traffic signaller log -train positions now and in the

future

works in Infrastructure RestrictionDatabase (ETJ), -position of work,-duration ofwork -when does it start? -what kind of work?

Ongoing valid railroad works on the work list - duration, position

Train punctuality

Position of the train

TracksContinuous monitoring

and updating of

Train punctuality reporting

- passing time

Tracks - speed limits

Length of the train Announcements

the situationtrain

concerning trains - schedules, train types

Type of turnouts

Currently valid blocked sections

Traffic situation assessment

- speed limitssections

State of the safety systems

1. Continuosly monitor and control train traffic

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Train traffic controller’s task demands

Continuous anticipation of the future situationsTime pressure in decision making based on uncertain informationContinuous pressure to find relevant information from various sourcesHeavy working memory load (no memory aids!)Heavy working memory load (no memory aids!)To memorize best practices matched up to each situation Heavy communication and coordination demands concerning sometimes involving more than ten construction work teamssometimes involving more than ten construction work teamsUnexpected changes in track usageVarious unexpected disturbancesDifficulties to reach all the recently changed regulations and work instructions in dynamic situations

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How the controllers manage multipleHow the controllers manage multiple demands (during rush-hours)?

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Traffic controllers have developed their own strategies C i i i i i f i iControllers are actively monitoring various information sources. Whenever possible, they also

monitor information beyond their current operations in order to anticipate upcoming eventsand activities.

Controllers provide one another with information to support such anticipation. They alsoconsult with one another and with the controller’s supervisor when they anticipatedisturbances in traffic or other events in the near future. A controller needs to consider

i SA l t t f ll d t i th d f th t i i d ivarious SA elements e.g. to successfully determine the order of the trains in a dynamicsituation.

Controllers listen to the communication and calls of other controllers, whenever it is possible, tobe able to anticipate the traffic situations in their own territory.

In rush-hours or demanding situations shift changes are postponed until the traffic is undercontrol and safety is ensured.y

The information received from multiple sources is verified, if time permitting.

Controllers try to share their traffic situation awareness in advance with others, for example byy p ycalling the drivers of the long-distance passenger trains if traffic is running behind theschedule.

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2 H th i ti l f ti t th2. How the organisational functions support the safety-critical work of the train traffic controllers?

Management actions- Investment decisions- Management walk-arounds- Resource allocation - Promotion of safety values

Safety communication-Communicating the significance of nuclear safety to personnel, shareholders, owners, contractors-Communicating on hazards, near-misses and events

Management of subcontractors-Safety evaluation and auditing-Communication practices between in-house staff and contractors

Risk management- Hazard identification, risk assessments, PRA- Independent safety reviews,

litManagement system- Safety policy and safety management plan- Responsibilities and organizational structure defined- Job requirements- Standards and expectations

Procedure management- Instructions for tasks

R les of cond ct and safet r lesSystemic conception

Understanding the organizational core task

Task motivation

- Joint inter-organizational learning

quality assurance- Management of safety barriers- Radiation protection, PPE - Pre-job briefing, STAR

Learning practices

Resource management-Evaluation of the workforce size and minimum staffing

Change management- Proactive evaluation of risks- Reflection on the safety margins- Controlling the local optimizing of practices

- Rules of conduct and safety rules- Updating of rules- Monitoring the gap between official rules and actual practice

Safety culture

Realistic sense of control

y pof safety

Felt safety

Understanding of hazards

Learning practices- Reporting and investigation of near-misses- Safety culture monitoring- Increasing understanding of organizational vulnerabilities- Reflecting on strengths and weaknesses- Post-job briefings- Operating experience Cooperation and Supervisory activity Competence management and

t i i

and minimum staffing- Planning for special situations- Availability of tools and PPE- All functions (i.e. maintenance, HR) have sufficient resources

Felt safety responsibility

Mindfulness

Operating experiencecommunication- Creating patterns of communication and coordination - Identifying the bottlenecks of communication- time out –sessions, pre job briefings and feedback

- Management of daily work, resources and routines- Feedback on and promoting of safety conscious behavior- Intervening in problem situations or unsafe behavior

training- Selection and recruitment- Monitoring of training and competence needs / gaps- Providing refresher courses on selected topics- Training of skills, attitudes and knowledge concerning e.g. hazards, safety, event i ti tiand feedback

- Communication tools (three way etc) investigations-Development plans for work related skills of the personnel

Source: Reiman & Oedewald, 2009

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Challenge: gChanging organisational structures

Ministry of Transport and Communications in Finland

Finnish Rail Agency (RVI 2006-2009):

-Railway safety authority,

Finnish Transport Safety Agency (TraFi 2010-):

-Also include aviation, maritime and y y y,-Regulations for traffic operation

and railway work road traffic sectors

Finnish Rail Admistration (RHK 199 2009)

The Finnish Transport Agency(Rail Department 2010-):

(RHK 1995-2009)-Maintenance and development of rail network

-Railway capacity allocation - Traffic control.systems etc.

VR Ltd. (1862 -)- Freight and passanger carrier

in Finland

( p )-Also include Maritime Administration

and Road Administration.

-Work instructions in Finland- Traffic control services

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Examples of other rapid changes:

1. Rules, regulations (RVI responsible) and work instructions (RHK ibl ) h h d l ti d i l t fresponsible) have changed several times during last few years

Especially older controllers have difficulties to work according to new rules and work instructions

2 The management of a number of new subcontractors in railway2. The management of a number of new subcontractors in railway sector is challenging: RHK orders all operational maintenance from specialized service providers

High quality and safety requirements for contractors developedSafety training developedSafety training developedRisk evaluation and management programs developedCo-operative coordination and information sharing forums developed during track work projectsdeveloped during track work projectsLocalization aids developed: line diagrams, station diagrams, GSM-R communication system

3. Technical traffic control, signaling and safety systems are h ichanging

Various system providers and different systems combinations: How the technology support the demands of the task? Risk evaluation will be developedRisk evaluation will be developed

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Concl sionsConclusionsTrain traffic controlling during railway construction work is a complex and cognitively demanding taskg y g

Controllers have developed work practices that can contribute to increased efficiency and safety in train traffic controlling y y g

The work environment, the technology and organisational functions should systematically support the demands of the task: in the formation y y ppof SA and decision making

In parallel with the extensive railway work projects, considerable y jchanges in technical systems and organisational structures have also taken place

In this study, the combined task analysis and safety culture analysismethodologies offered a potential to evaluate activities in different levels:

How the concrete work is carried out ’How the organisations support operator’s work

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Thank you!

This study was carried out in the Traffic Safety 2025 program conducted by VTT and funded by VTT and eight other parties including e.g. railway and road traffic authorities and companies.