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    Bolting Training to Productivity
    Bolting Training to Productivity
    Bolting Training to Productivity
    Ebook206 pages5 hours

    Bolting Training to Productivity

    By Brett Watson

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    About this ebook

    This book describes the Industrial Human Performance Process, an application system that merges Human Performance Technology research with successful, industrial-application work practices. The reader will find both a roadmap for identifying and correcting human performance weaknesses, as well as the tools necessary to quantify and measure how training has improved worker performance in the field.

    Key performance indicators, performance analytics, training tools, in-field observation tools, and methods to reinforce good behaviors in the field are all discussed in this book with several examples of "what does good look like?"

    This book is a "must have" reference for trainers, supervisors, managers, and human performance specialists whose work is primarily focused in an industrial work environment.
    LanguageEnglish
    PublisherLulu.com
    Release dateMar 22, 2015
    ISBN9781312991279
    Bolting Training to Productivity

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      Book preview

      Bolting Training to Productivity - Brett Watson

      Bolting Training to Productivity

      Bolting Training to Productivity

      Brett Watson

      Bolting Training to Productivity

      A Systematic Method of Measuring and Improving Human Performance in Industrial Settings

      Brett Watson

      2015

      Copyright Info

      Copyright © 2015 by Brett Watson

      All rights reserved. This book or any portion thereof may not be reproduced or used in any manner whatsoever without the express written permission of the publisher except for the use of brief quotations in a book review or scholarly journal.

      First Printing: 2015

      ISBN 978-1-312-99127-9

      Dedication

      For every industrial worker supervisor, trainer, and manager who thought,

      There has got to be a better way!

      Preface

      This book was first conceived as I was sitting in a conference with training professionals from all over the world. We were listening to a speaker talk about how to present training to improve performance. One British listener asked the question that many had on their mind, How do you identify and quantify human performance areas for improvement? The speaker responded with an answer along the lines of, That’s the $64,000 question.

      During the rest of the conference, I began jotting down information and insights I had learned throughout my career about the Systematic Approach to Training, Root Cause Analysis, Human Performance Improvement, Behavior Based Safety, database configuration, and supervisor field observations. I was struck by the fact that we already have the tools available to identify human performance weaknesses and trends before they become a problem, and to also provide the necessary training or process improvement to quantify and correct them.

      Another thing I discovered in my research is that a vast majority of human performance improvement research is focused on sales as the defining measure of success. While making a profit it certainly a worthy business goal, there is a great need for focused attention to quantifying human performance in industrial settings where mistakes don’t just cost money - they cost lives. Bolting together information from various well-researched sources, I’ve put together a systematic process to establish, train, reinforce, and measure human performance in industrial work environments. The information is presented in an academic manner, but it is my hope that the person interested enough in this topic to be reading the book will find my language and style accessible enough to gain insights that will help correct problems facing him or her.

      Introduction

      Human Performance Technology (HPT) has been actively researched and practiced for about 50 years. Much has been learned, but the field is still young and very dynamic. In that same 50 years, industrial technology has skyrocketed. The net result is that an error made by a worker now has much greater impact than it did 50 years ago. If a worker in 1960 made an assembly line error or was injured on the job, the production loss was usually minimal and relatively inexpensive. Today, industries depend heavily upon sophisticated machinery to produce products rapidly, handle complex information inputs and make instantaneous adjustments to changing conditions. The workers interfacing with these technologies must have specialized skills in order to operate complex machines that often store and use enormous energy; and yet, people are fallible and still make mistakes. Where a human error once caused a minor production issue, today a single error can result in major work stoppages or catastrophic failures. Understanding human behavior and doing everything possible to minimize our errors is now, more than ever, a vital component of successful industrial production.

      Most HPT research and texts take a systematic view of human performance. This is essential in understanding how people perform work together and what influences our successes and failures. When a systemic approach is applied to human performance, value is added to the work being performed. Failing to use a systematic approach increases the likelihood of missing one or more substandard variables that can affect an entire work process. (Brethower, 2006) Some specialized research has been done in athletic performance, business sales, and industry. However, the HPT topics tend to remain high-level, dealing more with theory than application. Similarly, a lot of study has been done on specific elements of industrial performance processes. Volumes exist on how to develop and implement key performance indicators, perform causal analyses, develop training programs, improve human performance behaviors, and motivate employees. What is lacking is a systematic connection of these application elements into a descriptive industrial human performance process.

      The primary goal of this book is to present the Industrial Human Performance Process (IHUP) as an application system that merges the overview perspectives of HPT research with successful, industrial-application work practices. This will provide the reader with both a road map and tools for identifying and correcting human performance issues in a methodical and measurable manner.

      The fields of both human performance and industrial training have a wide range of terms, many of which are not collectively agreed upon. This book attempts to use common terms as often as possible. Where more than one possible definition is available, terms with a focus on industrial human performance are used. Additionally, several new terms are added to help describe industrial human performance as an applied cycle. A glossary is provided to help the reader with the definitions.

      The term worker is used generically throughout this book to refer to any person who has a hands-on interface with an industrial production process. Although administrators, supervisors, managers and technical staff do have impact on the overall performance of the organization, they are supporting personnel for the workers directly involved in the production process. Since the IHUP is targeted toward the immediate interface of field workers and the production process, performance issues with supporting staff are not directly addressed by this book.

      The term performance analyst is used generically throughout this book to refer to any person interfacing with the IHUP in an evaluative capacity. The performance analyst may be a manager reviewing performance indicator data, an instructor developing materials, or a supervisor reviewing field observation results.

      This book is not intended to be the final word on the Industrial Human Performance Process. Instead, it is intended to be the next step in advancing HPT toward a systematic and measureable industrial-performance tool. As businesses better understand their individual Industrial Human Performance Processes, they will undoubtedly find ways to improve upon it.

      Chapter 1 The Industrial Human Performance Process

      Human Behavior

      Mistakes are a fact of life. It is the response to the error that counts.

      Nikki Giovanni

      Too often the shortcut, the line of least resistance, is responsible for evanescent and unsatisfactory success.

      Louis Binstock

      No matter how carefully constructed the process, human beings will not comply with it 100% correctly 100% of the time. People will make mistakes and take shortcuts.  However, accepting this truth does not mean an industrial employee should shrug his shoulders and say, Oh, well!

      In an industrial setting, death is a very real consequence of human errors and shortcuts. Everyone who works in or around an industrial setting must fully internalize that the human ability to make errors and propensity to take shortcuts are dangers as real and deadly as handling an energized high-voltage power line.  Since worker reaction to specific situations varies widely, this section is intended only as a generic overview of human behavior as it relates to industrial processes. Before beginning a discussion describing which protective barriers should be used for a specific task, a basic understanding of human behavior is necessary. The list below describes some of the more common human social tendencies [Corcoran 1999, 287-289]. 

      People tend to:

      1)      Conform to the norms, values and expectations of their peers

      2)      Emulate behaviors of people they admire

      3)      Exhibit behaviors that are positively rewarded

      4)      Take shortcuts in a situation with any increased level of stress

      5)      Repeat shortcuts that have no immediate, certain, and negative consequences

      6)      React unpredictably in real or perceived high-stress situations

      7)      Group or avoid activities and steps that are perceived as low-value, time-consuming, or tedious

      8)      Avoid reporting information that has resulted in punishment of self or others in the past

      As this list clearly implies, influencing human behavior toward positive outcomes is essential to the improvement of human performance in an industrial process.

      Generally, there are four preceding factors or antecedents that influence human behavior:

      1)      Environment  (e.g., summertime in a room with steam piping will influence workers to spend as little time as possible in the room, while air-conditioned rooms will encourage lengthy summertime stays)

      2)      Stimuli (e.g., people avoid persons they perceive as threatening or a nuisance and spend considerable time with persons with whom they feel safe and encouraged)

      3)      Habits (e.g., taking lunch/break times at the same times every workday)

      4)      Attitudes (e.g., reporting equipment deficiencies that are likely to be addressed promptly and ignoring work requests perceived as unimportant)

      The likelihood of a person’s reaction to an antecedent can be directly related to the character of the consequence (timing, certainty, and nature). A person responds to a situation in a manner that he or she perceives is most likely to produce an immediate and personally beneficial outcome. The four likely responses are to perform, delay, avoid and ignore. This

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