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CHAPTER7

Remote Operations

7.1

INTRODUCTION

Remote operation of process plants is defined as the absence of a direct interface

between operators and process equipment, usually accomplished through the use of
computers with a control room. Alternatively, remote operation can be defined as
the presence of some form of barrier between the process and the operator that requires the indirect transmission of process information (HSE, 2002).
In practice, various types of remote operations may be encountered, including
the following and combinations thereof

A process is physically separate from the control room, but the operators
monitor and control the process on a continuous basis (satellite operation).
A process operates autonomously, and the automated control system requests
attention from operators as needed (unmanned).
A process is controlled by local operators but supervisory operators may take
control, as needed (remote monitoring and/or control).
Remote operations can be located proximately or at considerable distance from
the control room. Proximate operations usually involve both field operators (FOs)
working out in the process and control room operators (CROs) working in the control room. Control room operators may also act as field operators in some cases.
Distant operations may also involve both types of operators. However, field operators are less likely to be present at distant operations on a full-time basis-the operations are likely to be fully automated and unmanned with attention from operators
provided only when needed.
Remote operations raise significant issues related to safety and operabilitycontrol room operators may be less likely to observe problems owing to their lack
of a direct and continual interface with the process. Key human factors issues for remote operation are:

Communications. There is usually less face-to-face communication between

field and control room operators compared to manually operated processes.
Radios, phones, public address systems, etc. may be used more and their reliability is an issue. Shift handovers may involve both FOs and CROs and require more care. Operating multiple process units in a single, centralized conHuman Factors Methods for Improving Pevformance in the Process Industries
G 2007 American Institute of Chemical Engineers

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REMOTE OPERATIONS

trol room may increase communication between operators of the different

units.
Nature oftasks. Tasks are more likely to involve the FO and CRO working
together. with requirements for cooperation and communication.
Provision of operating information. Operators rely on visual display units
(VDUs) rather than local analog gauges and display panels. Analog displays
show all information at all times whereas VDUs may provide more information but less is visible at any given time. Also, the operator may lose some
spatial awareness provided by display panels.
Detection of process problems. There are fewer opportunities for direct perception (sight, sound, smell).
Level of distraction. Remotely located control rooms may have fewer visitors
and consequently fewer distractions. Conversely, centralization of the operation of multiple units in a single control room may create a more distracting
environment.
Travel time. Depending on the location of the control room, there may be significant travel time for CROs to reach the field and FOs to reach the control
room. Consequently, less time will be spent in the plant or the control room.
Response times. Generally, remote operations will cause response times for
detecting and dealing with malfunctioning equipment to increase.
Plant excursions by the CROs. Plant excursions must be planned for remote
operations. Operators may not be able to easily and quickly reach the plant to
reset trips and start/stop equipment.
Control room is afocalpoint. The control room of a remotely operated plant becomes the focal point of operations. CROs are less likely to visit the field.
Managers, supervisors, and engineers are less likely to spend time in the field
where they may observe housekeeping and plant condition issues. Their presence in and around the control room may also irritate or intimidate the operators,
andor make them less likely to act quickly, decisively, and autonomously.
Socio-technical issues. Different classes of operators and inequitable work
environments may be created. There is usually less personal interaction between operators. Benefits to operators of remote operation may include more
interesting work, improved work environment, higher compensation, and improved stature and career prospects. Costs may include less challenging work,
more sedentary work, loss of job security and job satisfaction, fear of change,
and the need to learn new ways and adapt to new systems.
Lone workers. Operators may visit remotely operated facilities alone and be
at greater risk if they are exposed to hazards since no one else is present to
observe their need for assistance and help is further away.
Change to remote operations is often accompanied by organizational changes such
as downsizing; centralization and multi-tasking (see Chapter 25 on Management of
Change). The synergistic effects of such changes should be considered holistically.

7.2 TOOLS

47

Figure 7-1 shows a control room for monitoring and controlling a number of remote facilities. The computer screens are identical to what an operator would see on
a similar screen in the control room at the remote facility. This company also has remoteisatellite plants, where there are no operators (normally), but a manager that
lives and works somewhere else. When these plants have problems or require adjustment, the manager dials-in via laptop and makes changes (can be as radical as
start-uplshutdown, in rare cases) just as though heishe were in the control room at
the plant.

An operator visiting an unmanned plant fell from a ladder. He dropped his radio
during the fall and could not retrieve it owing to his injuries. Several hours
passed before his absence was noticed.

7.2 TOOLS

There are no tools currently available that deal specifically with human factors for
remote operations. A research report discusses some of the issues involved with

Figure 7-1: A control room for operation of a number of remote facilities. Photo courtesy of
Air Products and Chemicals.

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REMOTE OPERATIONS

Table 7-1: Basic human factors guidelines for remote operations

Establish communication protocols (see Chapter 13 on Communications).
Define tasks and write procedures to delineate the responsibilities of inside and outside
operators.
Provide appropriate training for remote operations.
Provide appropriate rules and monitoring.
Qualify operators for remote operations.
Address emergency operations, including communications.
Rotate field and control room operators to providing a better understanding of their respective jobs and improved communications.
Design the control system to insure the displays provide sufficient and appropriate information to allow operators to determine what is happening in the process.
Install CCTV, as appropriate, to allow visual monitoring of the process.
Schedule and perform operator walk-throughs, as appropriate. Operators can identify minor leaks and other problems that may be leading indicators of pending upsets or incidents. Require the manual completion of logs to promote the discipline of walking
around the plant.
Design control rooms to minimize distractions.
Consider operator travel time in locating control rooms.
If a remote operation is intermittently manned by a single operator, utilize an operatordown device to protect the operator.

changing to remote from manual operations (HSE, 2002). A number of the issues
are addressed by other sections of this book. Table 7-1 provides some basic guidelines.

A control system at a facility stopped functioning on Christmas Eve. The control

system program had been corrupted and self-deleted itself, causing the plant to
trip. Since the program was deleted, they could not restart the plant. The process
controls engineer logged in to the corporate computer from home (in another
continent) at 4:OO am and reloaded the entire program. The plant was back running and produced product later in the same day.

7.3 REFERENCE
HSE (2002), Human Factors Aspects of Remote Operation in Process Plants, UK Health and
Safety Executive, Contract Research Report 432 (London: U.K. Health and Safety Executive).