![How Many Sailors Does It Take To Change A Lightbulb?: Interdependencies between technical and organisational design in warships. David Carr Human Factors Consultant, BAE Systems Advanced Technology Centre [email_address] Advanced Technology Centre](https://image.slidesharecdn.com/dcarrhpaspresentation-12849780040254-phpapp02/85/HPaS-Presentation-1-320.jpg)
![Thank You. David Carr [email_address]](https://image.slidesharecdn.com/dcarrhpaspresentation-12849780040254-phpapp02/85/HPaS-Presentation-18-320.jpg)
HPaS Presentation
- 1. How Many Sailors Does It Take To Change A Lightbulb?: Interdependencies between technical and organisational design in warships. David Carr Human Factors Consultant, BAE Systems Advanced Technology Centre [email_address] Advanced Technology Centre
- 2. Q: How many members of a given group does it take to change a lightbulb? A: N . One to change the lightbulb and ( N-1 ) to behave in a manner generally associated with a negative stereotype of that group.
- 3. A sailor changing a lightbulb: USS Ronald Reagan
- 4. How does ship design relate to manpower? How does the technical design of a warship impact upon : The number of crew required to operate it? The additional personnel required to support it? The structure of the wider naval organisation? How can trade-offs be made between the technical and personnel functions? Ships and manpower fall within different scopes of supply Technical design and personnel are different cultures
- 5. Focus on manpower Manpower Costs ~ 22% of Through Life Cost Technical Design Accommodation provision General arrangement Systems design Organisational aspects Recruitment Training Organisational structures Manpower reduction Cost Demographics Fewer sailors ‘in harms way’
- 6. Manpower in the warship design process Equipment Complement Capability / Functionality Naval Organisation Complement Modelling Function allocation Equipment/Manpower tradeoffs Complement generation Complement validation
- 7. A simple complement model Cruising Cruising Action Watchkeeping Watchkeeping Daywork (Cumulative Maintenance) Daywork Highest peak = Complement? Reductions via individual maintenance tasks Reductions require elimination of all tasks within a duty. Manpower totals for: Fixed tasks (eg watchkeeping) Variable tasks (eg maintenance) Different manpower requirements in various operating states Caution: Actual missions are complex, with competing demands Need to model who does what Need to balance peaks and troughs between operating states W/k
- 8. “ The Manpower Dilemma” “ There’s no point doing anything about maintenance , because we need the same people for damage control .” “ There’s no point doing anything about damage control , because we need the same people for maintenance .” (See also watchkeeping, replenishment-at-sea, mooring, boarding parties, disaster relief…)
- 9. Technical design options and human tasks Firefighting etc Detect Extinguish etc First Aid Attack Party etc ? Waterwall Attack Spray Single Hose Reserve Option A: Separate nozzles Option B: Combined nozzle Firefighting Automatic detection and spray Automation Functional/Task analysis approach Human and technical resources allocated against functions/tasks A focus for reasoning about the impact of design options on manpower requirements
- 10. A word of caution Manpower-intensive solution Automated solution Is manpower required to run the automation? Is it a different type of skill? Can an existing role cope with an additional task? Have we created a need for a System Administrator or software skills? What about when the automation breaks? Do we still need reversionary manning? Etc. Remember: We’re redesigning the tasks!
- 11. Looking beyond the ship Alongside At sea Cruising Cruising Action Watchkeeping W/k Watchkeeping Daywork Daywork Assisted Maintenance Can at-sea maintenance be shifted ashore? Assisted Maintenance Alongside
- 12. Flexible use of manpower across the fleet Shore Potential approaches: Core complement + warfighting augment ‘ Roulement’ amongst partly shore-based ‘squads’. Specialist maintenance by troubleshooting teams Network Enabled Capability to share functionality ship-ship and ship-shore
- 13. The ‘People System’ needs to be designed Crew design and ship design are interdependent Each crew is a component in a larger ‘People System’ The ‘People System’ has its own, complex design parameters: Organisational structure Recruitment Retention Employment conditions Training Sustainable career paths Job satisfaction Work/Life balance
- 14. ‘ CRUST’ Ratios 1 WO 4 Chief Petty Officers 8 Petty Officers 13 Leading Hands 26 Able Rates Senior rates are ‘grown’ from lower rates 26 able rates yield ~1 Warrant Officer Lower rates aspire to career progression.
- 15. Design influences sailors’ career Career Progression Seagoing Seagoing Shore Posting Skills (via Training) Support Personal development Harmony For sailors… For ships…
- 16. Naval ‘Lines of Development’ Military Capability Common facilities Specific platforms Equipment Personnel Infrastructure Doctrine and Concepts Training Organisation Information Logistics Interdependent building blocks Avoid ‘platform myopia A concurrent engineering problem Integration is the key to success “ The levers across the department that contribute directly to the generation of military capability”
- 17. How many sailors does it take to change a lightbulb? One to change the bulb One to supervise One to issue the bulb from stores One to run the tag-out system One to sign the training record One to cook One ashore to train for the next crew One to manage their careers … etc Or why not use long-life LEDs? Or why not automate some functions and then the compartment can be unmanned?
- 18. Thank You. David Carr [email_address]