It happens all too often. We need a foreman as soon as possible. The crew leader position is vacant for any number of reasons – often suddenly – and we need someone now.
Careless adoption of a best practice may result in placing dangerous blinders on individuals within the organization, ceasing the search for vital fresh approaches. Someone, somewhere, pioneered the approach you are considering. Is your goal to innovate, or follow?
Are you easily distracted? If yes, your stress levels likely rise with these distractions and your potential human error risk increases. Sociologist William Helmreich, professor at the City University of New York, states: “The gift of intelligence is critical to survival in everyday situations.” He goes on to say, “This basic intelligence enables people quickly to size up situations, break down and analyze problems, and make good decisions.” (Sherwood, Ben. The Survivors Club. Grand Central Publishing, 2010, page 175.)
Job Safety Analysis (JSA) and Job Hazard Analysis (JHA) are often talked about as separate activities, but are actually very much the same. The basic idea is that they both involve the careful study of each job step to identify potential or existing job hazards generated by equipment, environments or employee actions. The most efficient way to reduce or eliminate hazards is then determined.
Job brief, pre-task brief, pre-job brief or tailgate conference – no matter the name, each item has the same purpose. The question is, how well do you brief to ensure your crew is prepared? This Tailgate Topic will cover the basics and maybe even raise a few questions.
This month we continue with the remaining tools that will help you with error-free performance. First, a quick recap:
• Human error is normal, but can be provoked by practices found in the workplace and by traps in organizational processes, procedures and culture.
• When applied in the moment, a series of techniques called “tools” will catch errors or help avoid error traps.
• A tool can be used alone or multiple tools can be used depending on the complexity of the task.
• The challenge is developing the habit to routinely use tools. They are used every day by emergency room personnel, 911 center operators, pilots and air traffic controllers, nuclear plant personnel and employees of other businesses where errors create unwanted consequences. These tools are used around the world because they work.
Have you ever:
• Driven through a stop sign without realizing it because you were deep in thought?
• Lost your place while reading a book?
• Gotten distracted while performing a task and ended up having to do it again?
• Found yourself writing the wrong year on a check in January?
• Taken direction over the phone only to realize you’re lost when you attempt to follow what you wrote down?
• Built or assembled something only to find out you have to rebuild it because there are leftover parts?
Human error is natural, but can be provoked by workplace practices and traps in organizational processes, procedures and culture. Understanding human error helps us realize that we, as human beings, possess a wide range of capabilities, yet we also have many limitations.
Previously, we discussed the power of behavioral safety coaching (BSC) to prevent injuries and fatalities in the utilities industry. To this end, we introduced 10 key practical guidelines for creating and maintaining successful BSC as gleaned from three decades of empirical research and 20 years of practical experience with our clients. Once again, here are the 10 guidelines for creating and maintaining an effective BSC process:
A look at the common denominator in companies that have successful safety programs.