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Human Performance Management Best Practice 13 – Independent Verification

StrategyDriven Human Performance Management Best Practice ArticleRecent industrial accidents remind us of the critical importance of proper equipment operation. While some operational errors result in immediate negative impacts, the consequence of other errors may be delayed for a time.[wcm_restrict plans=”41245, 25542, 25653″]

Latent errors are those mistakes that do not become manifest in an adverse impact at the time the error is made. Because latent errors can result in equipment damage, personal injury, or loss of life, actions should be taken to minimize/eliminate their occurrence. One latent error reduction technique is independent verification.

Application

Independent verification is a human error reduction tool used during those operations potentially having adverse consequences at some time after the initial system manipulation, equipment tagging, and/or document creation/alteration. Examples of these types of operations include:

  • changing the position of equipment controller settings (auto/manual/off, etcetera)
  • applying or removing removal of clearance/danger tags to equipment components
  • updating procedures, prints, or schematics

In order for independent verification to be effectively applied, organizational leaders need to identify those discreet activities both specifically and characteristically for which this performance tool should be used. Note that performing an independent verification for all activates diminishes its importance and so care should be taken when formulating the specific lists. (See StrategyDriven Human Performance Management Warning Flag article – Peer Checking Everything)

Definition

Independent verification is performed by an individual qualified to perform the initial operation who checks the appropriateness of the initial operation separated by both space and time. The person performing the independent verification uses the same error reduction techniques as the initial performer such as self-checking. (See StrategyDriven Human Performance Management Best Practice – Self Checking)

Independent verification checks are commonly documented to reinforce and because of the importance of this function. Typically, the independent verifier will sign/initial next to the initial performer’s signature/initials in the associated procedure, work instruction, tagging record, document change log, and etcetera. Fully mature error reduction programs will provide an independent verifier signature/initial space next to those specific steps to be verified in associated documents.[/wcm_restrict][wcm_nonmember plans=”41245, 25542, 25653″]


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Human Performance Management Best Practice 12 – Conservative Decision-Making

StrategyDriven Human Performance Management Best Practice ArticleNot all decisions are made in the boardroom. Employees make decisions that affect the organization, its reputation, and financial well-being every day. It is important that these decisions be well aligned with the organization’s values and mission goals. Thus, employees should embody a conservative decision-making approach; being adverse to incurring risks that would make their actions unaligned with the organization’s direction.[wcm_restrict plans=”41239, 25542, 25653″]

Conservative decision-making should be a natural way of thinking for all members of an organization, whether the result of a formal decision-making process or a more instantaneous judgment. The decisions made by executives, managers, and employees should be well aligned with the organization’s values and mission goals. To achieve this then, there must be in place clearly defined value and mission goal statements, robustly supported and reinforced by organizational performance measures and standards and expectations that provide guidance and reinforcement for adherence for the organization’s guiding principles. Furthermore, routine coaching and feedback must take place from superior to subordinate, between peers, and from subordinate to superior such that adherence to the organization’s values and goals is continuously reinforced (need a different word here). Lastly, the promotion of conservative actions is aided by the clear translation of the organization’s values and goals into the policies, programs, and procedures individuals follow every day. Figure 1 highlights several aspects of vision and goal translation from the executive suite to the shop floor as well as the continuous monitoring and feedback mechanisms that reinforce these principles. Executed effectively, this translation and reinforcement embues the organization’s members with the ideals that should govern their decisions and actions.

StrategyDriven Decision Making Model
Figure 1: Conservative Decision-Making Model

Principles for Conservative Decision-Making

By employing the following principles, executives, managers, and employees can better ensure their decisions conservatively align with their organization’s values and goals.

Time Critical Decisions

  • Production and cost shall not override safety
  • Do not challenge established safe operating conditions/parameters
  • Question and validate available information
  • Use all available resources, including offsite personnel as necessary
  • Develop contingency actions if time allows
  • Do not proceed in the face of uncertainty

Non-Time Critical Decisions

  • Recognize when conditions exist that could challenge safety, reliability, reputation, and/or financial risk
  • Gather and analyze information from relevant sources and key stakeholders in order to clearly define and provide options for resolution
  • Critically and objectively consider the short and long-term risks, consequences, and aggregate impact associated with the various decision options
  • Develop an implementation plan that includes contingencies and compensatory measures to maintain or enhance safety and/or risk margins
  • Clearly identify the decision-makers and their roles and responsibilities
  • Communicate the basis for decisions throughout the organization
  • Periodically evaluate the effectiveness of decisions

Final Thought…

Individuals commonly feel a reluctance to take a conservative action when those actions may reduce production or in some way diminish bottom line results. It is extremely important that such cases of conservative decision-making be positively reinforced through tabletop discussions and celebration of the making of such decisions when they occur. This reinforcement can take place via several venues. First and foremost, company executives and managers must lead by example. Many company CEOs issue annual personalized letters to all employees reinforcing the principles of conservative decision-making and highlighting several instances over the past year when such actions were taken. Training programs should seek to inject a reinforcement of conservative decision-making including the addition of real life examples whenever possible. Managers and supervisors have additional opportunities to reinforce a conservative approach through daily or weekly briefings, tailgate sessions, and pre-evolution job briefings. And performance incentive programs should balance the recognition of safety, production, and cost performance. In all of these cases, the most powerful message is to celebrate the conservative decisions and actions taken by members of the organization. In the absence of such examples, others from similar companies or industries can be used to reinforce the concept.[/wcm_restrict][wcm_nonmember plans=”41239, 25542, 25653″]


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Human Performance Management Best Practice 11 – Color Coding

StrategyDriven Human Performance Management Best Practice ArticleToday’s industrial complexes and office spaces employ vast numbers of redundant systems so to ensure continued operations in the event of equipment failure. Consequently, those who operate and maintain these systems are constantly challenged to perform their work on the appropriate equipment train. In order to avoid wrong-train accidents, operators and maintainers should employ error reduction tools that help them identify the appropriate system train on which to conduct their work.[wcm_restrict plans=”41233, 25542, 25653″]

Color coding provides one simple method of visually linking work instructions with equipment so to help prevent wrong-train events. Employing this tool involves the alignment of equipment, environment, and procedure coloring such that individuals performing work would readily identify obvious mismatches prior to operating the wrong equipment.

Application

Employment of the color coding human error reduction tool is most effective when individuals perform work on redundant or symmetrical systems such as:

  • Alpha and Bravo fire suppression systems
  • Unit 1 and Unit 2 emergency power generators
  • Number 1, Number 2, … Number X server systems
  • Left and right headlights

Implementation

To fully employ the color coding error reduction tool, an easily distinguishable primary color is applied to the following associated items:

  • Painted equipment surfaces
  • Equipment / component label surface or boarder
  • Procedure / work instruction paper
  • Area walls and floors

These matching colors serve as a visual aid to help the operator or maintainer recognize when he/she has either the wrong procedure/instruction or is about to perform work on the wrong train as indicated by a color mismatch.

Note: Observance of the color mismatch should prompt the operator/maintainer to stop their work as discussed in the StrategyDriven Human Performance Management Best Practice article, Stop When Uncertain.

Final Thought…

The color coding human error reduction tool has several applications outside of the industrial operations and maintenance setting – any time symmetry or redundancy exists. For instance, doctors performing surgery could put color coded bands on patient’s limbs so to ensure the procedure is performed on the proper side/extremity.[/wcm_restrict][wcm_nonmember plans=”41233, 25542, 25653″]


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Human Performance Management – Behavioral Drivers

StrategyDriven Human Performance Management ArticleOrganizational outcomes evolve from management decisions and employee actions. Understanding what shapes those decisions and actions provides causal insight to why particular outcomes occur and reveals those things that can be changed in order to produce different results.[wcm_restrict plans=”25541, 25542, 25653″]

In general, the nature of all people is foundationally the same. While each of us holds different beliefs and values, our common nature motivates us to respond similarly to the stimulus around us. Human performance within an organization is commonly motivated the stimulus unique to its workplace environment; generating a unique culture and way of behaving.

Identifying the Drivers of Organizational Behavior

Regardless of the organization’s type, location, or circumstance, its members individual and collective behavior can be generally understood using a typical performance drivers framework (see Figure 1). As illustrated by the framework, behavioral drivers are cyclical in nature; reinforcing themselves over time.

StrategyDriven Human Performance Management Principle Article
Figure 1: Simplified Human Performance Model

It is often said that the ‘tone’ of the organization is set at the top. The Human Performance Model reveals why this is true. The foundation upon which all direct behavioral drivers emanate can only be established by senior executives whose authority enables them to affect the entire organization. Without this breadth of authority, only a fraction of the organization can be influenced.

Executive determined organizational vision, mission, values, and goals establishes the who, what, when, where, why, and how of the organization. Managers then translate these direction setting statements into the actionable processes (what), standards (how), and schedules (who, when, and where) the workforce will perform in order to fulfill the organization’s purpose for being. These instruments, when reinforced, directly shape the workplace environment and behaviors of all those within it. From these behaviors evolves the organization’s outcomes which inform executives and managers of adjustments to be made to their respective portions of the model in order to drive more desirable results.[/wcm_restrict][wcm_nonmember plans=”25541, 25542, 25653″]


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Additional Information

On the surface, it would appear that examination of the organization’s direction setting statements; documented processes and standards; and physical workplace environment will reveal the drivers of its members’ decisions and actions. This could not be more untrue.

Organizational documents often reflect what is deemed as ‘proper’ by society instead of being truly reflective of executive and manager intent. Identifying the real drivers of individual and collective behavior requires scrutiny into the unspoken policies – the actions – of the organizations leaders. When leader actions do not align with the written or spoken word, it is the actions that will always drive the behaviors. For additional information, read the following StrategyDriven articles:


About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Human Performance Management Best Practice 10 – Jobsite Inspections

StrategyDriven Human Performance Management Best Practice ArticleToday’s industrial and office workplace environments present many hazards. Individuals understanding their jobsite’s hazards are better able to avoid or mitigate the negative impacts of those risks. Therefore, workers should be trained on the hazards unique to their workplace environment so to enable them to proactively recognize and respond to these risks through the effective use of jobsite inspections.[wcm_restrict plans=”41227, 25542, 25653″]

Common Jobsite Hazards

Numerous jobsite conditions can affect both the physical wellbeing of the individual as well as their ability to perform assigned tasks. Inspecting the jobsite and taking preemptive mitigating action can reduce an organization’s healthcare, equipment repair and replacement, lost operational productivity, and warranty defect correction costs. The following list represents some of the common jobsite hazards placing personnel, equipment, productivity, and/or quality at risk:

  • Equipment ergonomics and human factoring including a limited/cramped work space
  • Environmental conditions (temperature, noise, visibility)
  • Industrial hazards (wet or oily surfaces, sharp edge, abrasive or uneven surfaces, low oxygen atmosphere and/or hazardous gases, hazardous chemicals)
  • Hazardous work (hot, elevated, confined space)
  • Work near or on high energy systems (high voltage, high pressure, high potential/stored energy)
  • Work near or on sensitive equipment
  • Deficient equipment labeling including a lack of color coding
  • Multiple equipment trains / units (wrong train/unit hazard)
  • Poor tool and equipment condition
  • Lack of or improper tools and equipment

Recognizing the Hazards

Effectively dealing with jobsite hazards requires timely recognition of the risks. Thoroughness of the jobsite inspection is critical. Combined with the hazards list above, implementation of the following recommendations will help ensure both timeliness and thoroughness of jobsite inspections thereby providing an opportunity to proactively address these risks.

When to Conduct Jobsite Inspections

Individuals should thoroughly assess their jobsites for the above and other jobsite specific hazards:

  • Upon arriving at the jobsite
  • During prejob work package walkdowns
  • While verifying the adequacy of clearance boundaries
  • When assessing the adequacy of job permits
  • Prior to commencing work
  • Following extended work breaks or interruptions
  • Anytime a potential safety hazard is present or suspected

How to Conduct Jobsite Inspections

Workers should perform as many of the following methods as necessary to identify their jobsite’s hazards:

  • Walkdown the jobsite, looking and listening for the above hazards
  • Verify jobsite conditions are consistent with the prejob briefing and work instructions
  • Engage with supervisors, peers, and co-workers about potential job and jobsite hazards
  • Review operating experience for information regarding job and jobsite hazards

Managing Jobsite Hazards

Effective mitigation of jobsite hazards will vary depending on the hazard itself. Broadly speaking, jobsite hazards can be dealt with in one or more of the following ways:

  • Elimination – removal of the hazard entirely
  • Isolation – use of physical and/or performance based tools so to avoid interaction with the hazard
  • Mitigation – use of physical and/or performance tools to lessen the likelihood that an adverse outcome will occur because of the jobsite hazard and/or impact of the hazard if it does occur
  • Contingency – planned actions to be taken, including prestaged parts and tools, after a hazard is triggered so to minimize its overall impact

Final Thought…

It is important to recognize that a worksite’s general appearance, while itself not necessarily presenting an eminent hazard, influences how work is performed. Work environments that are clean, orderly, and safe promote higher quality action by those working within the space whereas environments that are unkept or in disrepair convey an uncaring message to the workforce that is often reflected in their performance; resulting in higher error rates that lead to increased accidents, reduced productivity, and lower quality.[/wcm_restrict][wcm_nonmember plans=”41227, 25542, 25653″]


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.