Abstract
This paper presents a case study of a large Human Factors programme applied in the nuclear fuel reprocessing industry (1987–1991). The paper outlines the key Human Factors issues addressed, as well as the impacts achieved, and gives an indication of the resources utilised (approximately 15 person-years of effort). It also considers the starting point of the programme, in terms of the factors that led to the need for such an extensive programme. Some general lessons learned are given at the end of the paper.
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