The Human

Performance This handout describes the bases for each of

these tools, when each is to be used, the
expected behaviors, as well as behaviors to be
Tool Box avoided when using each tool.

There are 14 tools in your basic HU toolbox:

1. Pre-Job Briefing
2. Two-Minute Rule
3. Three-Way Communication
4. Phonetic Alphabet
5. Procedure Use & Adherence
6. Place Keeping
7. Flagging/Operational Barriers
8. Self-Checking
9. Independent Verification
10. Concurrent Verification
11. First Check
12. STOP When Unsure
13. Peer Checking
14. Post-Job Review
 3. Supervisors, foremen, and
employees will jointly decide if work can
be performed safely.
4. While it is not practical to conduct an
employee briefing for an employee
working alone, supervisors and foremen
will instruct these employees to consider
the job steps, hazards associated with
each step, and the precautions to take
to avoid the hazards.
5. If significant changes occur during
the conduct of a job that may affect the

Pre-Job Briefing safety of employees or if a low hazard

job changes into a high hazard job, an
additional briefing is required.
Basis:
6. Special precautions must be given to
The Pre-job Brief is a human performance tool work activities that involve
that allows the worker to think through a job troubleshooting or discovery of
and use his/her knowledge to make the job as equipment problems.
safe and efficient as possible.
Workers actually involved with performing the At-Risk Behaviors to Avoid:
work should prepare and lead pre-job briefs.
A supervisor or foreman should be present • Lecturing rather than discussing the job
during verbal briefings for low hazard jobs to • A separate PJB for some workers
ensure that briefing standards are met. A • Checking every item regardless of need
supervisor or manager should be present • No responsibilities for abort decisions
during documented pre-job briefings for high
• Supervisor leading instead of lead worker
hazard jobs to ensure that high standards are
• Meeting in a noisy, distracting place
maintained during the briefing.
• Meeting more than 30 minutes
• Ignoring Operating Experience (OE) or
When to Use the Tool: worker familiarity w/task
• Low Hazard Jobs require a verbal pre-job • Covering OE irrelevant to the task
briefing.
• High Hazard Jobs require a documented
pre-job briefing using the appropriate PBJ
form (see the forms center to find the form
for each SBU).
• In addition, the JSA will be covered during
the pre-job briefing.

Behavior Standard:
1. Employees will prepare for the pre-job
briefing by reviewing job procedures,
work packages, JSAs, etc.
2. Pre-job briefings must emphasize the
expectation of procedure usage. This
includes procedures, step text, job text,
spec sheets, etc.
 When to Use the Tool:
• At the beginning of each task involving
plant equipment

Behavior Standard:
1. Explore the job site the FIRST two
minutes by walking and looking around
at the work area (hands-on touch points)
and adjacent surroundings to identify
conditions such as:

Two Minute Rule • Industrial safety and environmental

hazards
• Sensitive equipment in the area
Basis:
• Right unit, right component
Recognizing abnormal conditions and
Identifying Safety hazards is the first step to • Critical indicators (meters) needed
error-free and event-free performance. for task success
• Error precursors (at critical steps)
Workers and supervisors cannot be so focused
• Work area conditions inconsistent
on what they are trying to accomplish that they
with those listed in the procedure or
do not see opportunities to avoid ‘preventable’
discussed during the pre-job
errors. The pre-job briefing offers supervision
briefing.
and assigned workers an opportunity to not
only review what is to be accomplished but 2. Talk with coworkers or supervisor about
also what to avoid. This discussion prepares unexpected hazards or conditions and
them mentally. However, an accurate the precautions to take.
understanding of the challenges offered by the 3. Eliminate hazards, install appropriate
work environment cannot be confirmed until barriers, or develop contingencies
workers actually see the physical job site with before proceeding with the task.
their own eyes.

The two-minute rule requires workers to simply

At Risk Behaviors to Avoid:
take time before starting a job to become • Hurrying
aware of the immediate work environment, to • Thinking the job is “routine” or “simple”
detect conditions unanticipated by work • Believing nothing bad can happen
planning and the pre-job briefing, and to • Not talking about precautions with co-
confirm those that were. Often, procedures do workers
not contain important information related to the • Not raising “gut feel” concerns with co-
demands placed on the user by the workers or supervision
job site, especially at critical steps. A brief
review of the job site allows the individual time
to detect abnormalities and hazards. If
abnormalities, or error-precursors, remain
undetected, they usually make performance
either more difficult or contribute to injuries,
errors, and, possibly, events.
 When to Use the Tool:
Verbal information that is directive in nature is
exchanged between people via face-to-face,
telephone, or radio regarding one or more of
the following:
• Status of plant systems, structures, or
components
• Direction to perform action( s) on plant
action(s
equipment
• Work instructions, limitations and
cautions.
Three-Way Behavior Standard:
1. Using the person’s name to establish eye
Communication contact with the receiver, the sender states
Basis: the message.
2. Receiver acknowledges sender by
Mutual understanding is essential to plant paraphrasing the message in his or her own
operation and maintenance. Therefore, words but repeating back equipment name,
responsibility for proper communication is UNID, and data verbatim.
assigned to the originator or sender, who must 3. Sender verifies and acknowledges the
verify the receiver understands the message receiver’s response is correct.
as intended. Each message that is directive in 4. If corrected, repeat the process.
nature must use three-way communication and
begins when (1st) the sender gets the attention
of the intended receiver, using the person’s At-Risk Behaviors to Avoid:
name, and speaks the message. Then (2nd), • Using slang terms instead of specific or
the receiver repeats the message in a standard terms
paraphrased form, which helps the sender • Sender not taking responsibility for what is
verify that the receiver understands the said and heard
intended message. Finally (3rd), the sender • Not stating his/her name and work location
acknowledges that the receiver heard and (sender or receiver) when using a
understood the message. telephone/radio
• Receiver’s name not used by the sender to
When the receiver paraphrases the message,
get receiver’s attention
equipment nomenclature, identifiers, and data
• Attempting to communicate with someone
are repeated back exactly as spoken by the
already engaged in another conversation,
sender.
i.e., “cross talk”
The third leg of the communication is often the • Failing to verify receiver accepted and
weak link, since the sender is tempted to not understood the message
pay attention to the receiver’s statement, • Message not stated clearly (such as not
assuming the person heard their message. If loudly enough or poor enunciation of words)
the receiver does not receive acknowledgment • Receiver not verifying understanding with
from the sender, he/she should be assertive, sender; reluctance to ask questions in a
and ask the sender to complete the third leg. group
Feedback is necessary to verify understanding • Speaking from behind the person intended
of each spoken message. to receive the message
• Conflict between what is said (content of
message) and the nonverbal cues of the
sender
• Skipping 3-way to speed up the task
• Behavior Standard:

A = Alpha N = November
B = Bravo O = Oscar
C = Charlie P = Papa
D = Delta Q = Quebec
E = Echo R = Romeo
F = Foxtrot S = Sierra
G = Golf T = Tango
H = Hotel U = Uniform

Phonetic Alphabet I = India

J = Juliet
V = Victor
W = Whiskey
K = Kilo X = X-Ray
Basis: L = Lima Y = Yankee
When the only distinguishing difference M = Mike Z = Zulu
between two component designators is a
single letter, then the phonetic alphabet form
of the letter should be substituted for the At-Risk Behaviors to Avoid:
distinguishing character.
• Not using phonetics for equipment label
designations
When to Use the Tool: • Using phonetic words other than those
When communicating alpha-numeric designated, e.g., BAKER vs. BRAVO
information related to plant equipment noun
• Using phonetic designators when writing
names.
• For train, phase, and channel • Non-standard acronyms and
designations. abbreviations
• When the sender or receiver feels there • Similar words like increase and
is a possibility of misunderstanding such decrease
as, sound alike systems, high noise
• Slang terms in place of standard terms
areas, radio/ telephone communication
where reception is poor, etc. • Not using phonetics for equipment
• Phonetics are unnecessary when labels
referring to standard approved
acronyms such as CCW.

This tool is used during verbal communication

and is NOT used in written communication.
When speaking, ‘B’ sounds like ‘C’ sounds like
‘D’ etc. Using the proper phonetic designator
makes each letter sound distinctly different.
When writing, each letter of the alphabet is
visually distinct from all other letters so to write
‘bravo’ in place of ‘B’ would be a misapplication
of this verbal tool.
 2. Review all Prerequisites, Limits, Precautions, and
Initial Conditions before starting work.
3. An effective place-keeping method is used for
procedures that do not require sign-offs. At least,
initial or check each step complete, after the action
is performed, before proceeding with the next step.
4. Procedures shall be followed as written without
deviating from the original intent and purpose.
5. Do not deviate from the sequence of steps, unless
approved.
6. Do not ‘N/A’ any step, unless approved.
7. If a procedure is incorrect, will result in damage to
Procedure Use & Adherence equipment if used as written, cannot be performed
as written, will result in incorrect parameters or
Basis: configuration, or is otherwise unsafe, then STOP
Procedures help users to perform activities the task and contact a supervisor.
correctly, safely, consistently, and in accordance 8. If desired or anticipated results are not achieved, do
with design requirements. Procedures direct not proceed, and contact a supervisor.
people’s actions in a proper sequence and
minimize reliance on one’s memory and the At-Risk Behavior to Avoid:
choices made in the field. When workers are forced • Assuming a procedure is well-written and
to interpret a procedure's use and applicability, the accurate
chance for error is increased. Procedure use • Cook-booking a step or procedure (blind
specifies the minimum required reference to the compliance) without understanding its purpose
procedure during the performance of a task, such • Performing a task without knowing critical steps
as continuous use (in-hand), reference use, and in advance
information use. Procedure adherence means • Believing in the philosophy that, “Any operator
following the intent and direction provided in the worth his/her salt doesn’t need a procedure.”
procedure regardless of the level of use. • Skipping steps or segments of a “routine”
procedure, since those steps have been
Procedures incorporate the policies, operating unnecessary in the past
experience, effective work practices and management • Not rigorously following a procedure because of
decisions about how a task is to be performed. personal past success with the task
Technical procedures are written to direct desired • Commencing a procedure without establishing
behavior for the various complex and technical work initial conditions required by the procedure
activities that will affect plant equipment. However, • Using a procedure maliciously, knowing it has
experience has shown that technical procedures may Flaws
not always contain sufficient information for the user. • Not reviewing an unfamiliar procedure (or lacks
With turnover of the workforce, less experienced proficiency) before performing a task
workers take the place of more experienced • Using a previous revision (superseded) of a
personnel. The quality of the procedure (technical procedure
content and usability) is paramount, especially if the • Marking steps “N/A” for those that are
task involves risk, significant systems or components. inadequately or improperly written
Therefore, feedback from the user on the quality of • Not submitting feedback on procedure problems
procedures and work orders is highly desired. (technical accuracy and usability)
• Not applying some form of place-keeping for
When to Use the Tool: continuous use procedures
Procedures are to be used for activities that involve • Using check marks instead of initials or
manipulation, monitoring, or analysis of plant signatures for continuous use procedures,
equipment or physical work in the plant. unless the procedure specifically allows it
• Ditto marks (“)
Behavior Standard: • One set of initials followed with a line through
1. Verify the procedure being used is the correct remaining signoff blanks
revision. Procedures are corrected and approved • Signing off a step as completed before it is
before use. complete
 • PERFORM the step as written.
o Do NOT Slash
continuous steps
o N/A IF/THEN steps if not
needed
• SLASH the Circle after step
completion.
5. When resuming an activity that has been
suspended, CONFIRM that performance
conditions and requirements are met, and
that any required approvals are obtained
before proceeding.
6. If a page is not completed, DRAW a line
Place Keeping under the last step completed and WRITE
“Completed to this step”, sign and date.
Basis: 7. Once a page has been completed,
Place keeping is used to mark the steps in a CONFIRM all required steps are complete
procedure or work document that have been and INITIAL completion of the page in the
completed or that are not applicable, so that margin.
steps are not accidentally omitted or
repeated. 8. IDENTIFY the last page in the procedure or
work document and conspicuously WRITE
When to Use the Tool: “Last Page” on the last page.
Use Place keeping when using a procedure 9. It is permissible to USE coloured adhesive
or work document to perform critical page markers (such as Post-It Notes ®), to
activities as specified by the Pre-Job brief.
help trace progress through the procedure
When suspending performance of a or work document or to denote reference
procedure, use place keeping to identify the
last step completed. sections.
10. HIGHLIGHT the flow path up to the next
step to denote the path taken via decision
Behavior Standard: boxes.
Place keeping is performed as follows:
1. IDENTIFY and clearly MARK (in a For steps that are ‘not applicable’
conspicuous manner) any critical steps • IDENTIFY and CROSS OUT steps that are
during the pre-job briefing. “not applicable”.
2. READ and understand the step in its • HAVE your supervisor initial these steps to
entirety before performing the action confirm that the proper approvals have been
3. PERFORM the step as written. obtained.
4. MARK each step as it is completed using
one of the following techniques:
• When ‘sign off blanks’ are used, At-Risk Behaviors to Avoid:
• Marking steps “N/A” for those that are
initial or sign the step or action in the inadequately or improperly written
space provide. Place the time and • Not applying some form of place-
date if required keeping for continuous use procedures
• When ‘check boxes’ are used, check • Using check marks instead of initials or
the box for each step or action signatures for continuous use
• Use the ‘circle slash’ method when procedures, unless the procedure
‘check boxes’ and ‘sign off blanks’ specifically allows it
are not used • Ditto marks (“)
• One set of initials followed with a line
Circle Slash through remaining signoff blanks
• CIRCLE the procedure step • Signing off a step as completed before
number or put a circle in the left it is complete
margin of the procedure or work • Circle/Slashing several steps together
document step to be performed • Not verifying the last step if interrupted
• READ and understand the entire
step
 correctly before installing the flag or
operational barrier. Caution - Flag the
component that will be worked. Place
Operational Barriers on components NOT
to be manipulated or worked. Attach the
flag or operational barrier to the designated
component using devices that will remain
securely in place, such as colored adhesive
dots, ribbon, colored tags, rope, magnetic
placards, colored electrical tape, etc.
2. While performing the work the flags or

Flagging & operational barriers are to remain in place

only while work is in progress.

Operational Barriers 3. Remove flagging or operational barriers

when work is complete.

Basis: At-Risk Behaviors to Avoid:

• Using similar flags for components to
Flagging involves highlighting a component in manipulate and for components to avoid
such a way to improve the chances of touching
performing actions on the correct component. • Attaching a flag to a component to be
Operational Barriers are used to mark or cover manipulated only once
components that are not to be worked or • Flagging both components to be
manipulated during an evolution. Flagging & manipulated and to be avoided during same
Operational Barriers is particularly helpful when activity
there are several similar components in close • Not self-checking or peer-checking the
proximity to those affected by the work activity. component before applying flagging or later
Several events have been attributed to an in the activity
individual starting an activity on one • Using flagging that is not securely attached
component, taking a break or becoming to component; able to become unattached
otherwise distracted from the component, and • Not removing a flag after completion
performing manipulations on the wrong
component.

When to Use the Tool:

• Performing two or more manipulations of
several similar components in close
proximity to those affected by the work
activity
• Handling one of similar items nearby
• Multiple trains
• Multiple units
• Working near “trip-sensitive” equipment

Behavior Standard:
1. Identify the component that will have a flag
or an operational barrier by using other HU
tools such as self-check or peer-check. Be
100% certain that the device is identified
 Behavior Standard:
Caution: If at any time in the process the
performer becomes distracted or losses
physical contact with the device to be
manipulated, then repeat the process to re-
verify the proper component about to be
manipulated (unless flagging used).
1. Touch – Physically touch the
component or hover the cursor over the
component you intend to manipulated, or
the wording/value you intend to revise.

Self-Checking Caution: self-check again if contact is

lost
2. Stop – Pause before performing the
(S-T-A-R) operation/manipulation, especially at critical
steps, decision points, or touch points
(DCS). Eliminate distractions, if necessary.
Basis:
3. Think – Focus attention on the step to be
Self-checking helps prevent errors when performed. Verify the action is appropriate
‘touching’ plant equipment to change its status for equipment/system status. Anticipate
or even when revising a document important expected result(s) of the action and its
for plant safety and reliability. Self-checking is indications. Consider what actions to take
particularly effective during skill-based tasks should an unexpected result occur
that could be performed without much (contingency).
conscious thought. This technique helps boosts 4. Act – Without losing physical contact:
attention at important points in an activity • Compare component label, etc., with
before an important action is performed. If checklist, procedure step, or
attention is not focused, error is likely. Once drawing.
attention is focused, the object of your attention • State the component name or UNID
is touched, the individual then takes a moment aloud (without distracting others).
to think about the intended action and its • Without losing physical contact
expected outcome. If uncertain, questions established earlier, perform the
should be answered before proceeding. action.
If visual or physical contact is broken, then self- 5. Review – Verify anticipated result obtained.
checking should be repeated. When the Perform contingency, if expected result
performer is physically and mentally prepared, does not occur.
the action can be taken, followed by a review
of the results of the action.
At-Risk Behaviors to Avoid:
• Not self-checking again, when distracted
When to Use the Tool: after initially self-checking or losing physical
• Critical step identified during pre-job contact
briefing • Talking on the telephone or conversing with
• Manipulation of plant control or component another person during a manipulation or
as directed by a plant procedure critical action
• Identifying a component • Self-checking without the guiding document
• Time pressure – a hurried feeling • Attempting to perform more than one action
• Task interruption at a time; two-handed operations
• Impending change in system or equipment • Continuing with the action when questions
status (especially maintenance disassembly or discrepancies occur
and reassembly) • Looking at something other than the
component to be manipulated
 When to Use the Tool:
• During important system alignments
• Placing and removing clearance tags
• Verifying calculations
• Restoring equipment after
maintenance
• Aligning fire protection systems
• Installing temporary modifications
Behavior Standard:
1. Performer self-checks the component to be
manipulated.

Independent 2. Performer performs the predetermined

action and only that action.
3. Performer confirms the new configuration or
Verification condition agrees with the guiding document
and documents the verification in the space
provided in the guiding document.
Basis: 4. At a separate time and not in the presence
Independent verification (IV) is the act of of the performer, the verifier self-checks the
verifying the condition of a component, system, component that was manipulated to verify
or document, etc., independent from the component identification matches the
original act that placed it in that condition, to component required to be verified.
find errors by the performer. It is an act of 5. Verifier determines the as-found
checking a component's or product’s status or configuration or condition matches the
quality independent of the person that condition required by the guiding document,
established its present state. without changing it, using one or more of
IV has a higher probability of catching an error the following means:
than peer-checking or second-party • Hands-on Verification (e.g. manually
verification, since the second person is not checking valve position)
influenced by the first person and has freedom • Observing remote indication
of thought. However, IV should only be used • Observing correct
when an immediate consequence to the plant system/equipment/component
or equipment is unlikely if the first action is response
performed incorrectly. IV catches errors after 6. Verifier confirms new configuration or
they have been made. condition agrees with guiding document
and signs his/her signature/initials in the
The individual performing the IV must space provided in the guiding document.
physically check the condition without relying 7. If the as-found configuration or condition is
on observation or verbal confirmation by the incorrect, report the condition to supervision
initial performer. immediately.
True independence requires separation in time
and space between the individuals involved to
At-Risk Behaviors to Avoid:
• Performer and verifier in close proximity at
ensure ‘freedom of thought.’ In fact, the two
the time the performer acts.
individuals probably should not even walk to a
• Performer and verifier walk to component’s
room or location of the component together.
location together.
True independence cannot be established if
• The performer is perceived by the verifier as
one individual is looking over the shoulder of
experienced, as an expert, and unlikely to
the other, even from a distance.
make a mistake.
• Performer is less attentive to the action
thinking the verifier will “catch” any
problems.
 the component and review the intended
action. Prior to component identification
and the intended action, the verifier will take
no physical or verbal cues from the
performer.
The performer shall individually:
• LOCATE the component and IDENTIFY
each unique identifier on the component
label.
• REVIEW the intended action.
The verifier shall individually:
• LOCATE the component and identify each
Concurrent unique identifier on the component label.
• REVIEW the intended action.
Verification If the conditions are such that direct observation of
the verification and actions are impractical (such as
tight quarters); the desired component should be
Basis: physically marked with tape or other suitable device
Concurrent Verification is used to PREVENT an by the verifier.
error by the worker when changing the condition or To manipulate the component:
status of a component. • Each individual will physically TOUCH or
Concurrent Verification focuses on the proper POINT at what they have separately
"verification" of the correct device, the expected decided is the correct component.
operation, and the abilities of the person making • Both individuals DISCUSS the requested
the verification. Concurrent Verification is intended action to be performed and AGREE on the
to address every aspect of the task before any action.
manipulation of the device is made. • The performer will TAKE the action WHILE
BEING DIRECTLY OBSERVED by the
When to Use the Tool: verifier.
Concurrent Verification may be performed for • When the action is complete, then the
critical or complex equipment, or as directed by verifier will VERIFY the desired action was
controlling documents or as directed by the performed correctly on the correct
Supervisor. Critical or complex equipment component and REMOVE any marking
includes: device placed as part of the Concurrent
• Components that, once operated, can't be Verification process.
independently verified to be in the desired At-Risk Behavior to Avoid:
position. • A Verifier inexperienced with the task
• Components that are confusing or difficult • One reluctant to correct “senior” other
to operate and could have immediate • Team mates don’t Self-Check each other
safety, environmental or operational impact • Using “Peer Checking” when Concurrent
if operated incorrectly. Verification is needed.
• Plant safety: Plant trip or reduction in power; • Each person not performing their own
equipment damage/property loss. individual verification
Behavior Standard: • The verifier taking physical and verbal cues
• Both individuals must be qualified to operate from the performer
the component. • Swapping roles of the performer and
• Before the verification, both individuals verifier in the middle of the evolution
involved must determine who will fulfill the • Not marking a device appropriately when
role of the performer and who will be the the device in tight quarters
verifier. The individuals must rigorously • The Performer and/or Verifier is not
adhere to these roles during concurrent qualified to operate the component
verification.
• The performer and the verifier, using
controlling documents individually identify
 2. CONTACT the Control Room or
dispatching facility to validate, First Check,
your location and component label
information against the proper operational
document. Also, validate, First Check,
your assigned task.
3. After confirming your location and
intended actions, CONTINUE with the
assigned task, rigorously applying self-
checking techniques throughout the
completion of the assignment.

First Check At-Risk Behaviors to Avoid:

• Failing to recognize ‘First Check’
Basis: opportunities when working alone.
• Assuming the task is simple.
First Check can be thought of as a remote peer • Believing it is not possible for you to get on
check and is used to ensure the first the wrong unit/train/equipment.
component manipulation for a specific task is
performed on the proper unit / channel /
component. Simply put, First Check is used to
validate you are in the right place before you
begin working alone.

When to Use the Tool:

• Working alone, especially with multiple
units, channels, trains, and components,
presents multiple opportunities to
manipulate unintended components.
• Use First Check as an additional barrier for
this type of error-likely situation.
• Use this tool when you arrive at the location
of an assigned task, when you are alone,
and prior to the first manipulation of plant
equipment.
• Call or radio back to the person that
dispatched you for the task and review
briefly where you are, specifically, and what
you intend to do to ensure the proper
equipment is to be manipulated.

Behavior Standard:
1. Before performing the first manipulation of
an in-field evolution, use self-checking
techniques to VERIFY the proper work
document step intended to be performed, the
proper unit, channel, and component about to
be manipulated.
 Behavior Standard:
1. Stop activity, when confused, or doubt
remains concerning a procedure step, work
package action, or process expectation.
2. Place system/equipment/component and
job site in a safe condition.
3. If available, ask an experienced team
member (qualified on the activity) to help.
4. Inform immediate supervisor of the
problem.
5. Perform another pre-job briefing, if work
conditions different from those discussed
Stop When Unsure during initial pre-job brief.
6. Do not proceed in the face of uncertainty.
Basis:
When confronted with a situation that creates a At-Risk Behavior to Avoid:
question, a person is in uncharted (unfamiliar) • Assuming
territory—a knowledge-based performance • Rationalizing an anomaly away
situation (Remember, statistically, 1 of 2 • Not asking for help
Knowledge Based decisions will be in error). • Being too embarrassed to ask for help
Whenever a question is encountered and what • Thinking the task is ‘routine’ or ‘simple’
to do about it is uncertain, stop and get help. • Believing nothing bad can happen
• Ignoring subtle differences
Given the chances for error are particularly • Unaware of critical parameters
high in a knowledge-based situation, the best
course of action, when unsure, is to take a
time-out and get another person’s ‘mind’
focused on the problem. For effective problem-
solving to occur, people must recognize they
are in a knowledge-based situation.
Get help from those who possess the
expertise, not necessarily from those of higher
rank. Also, when that “gut feeling” is telling you
that something is not right, stop. This also
applies when one experiences, “What am I
doing here?” or “I'm here, but can't remember
what I am supposed to do.” Don’t be
embarrassed, stop and get help!

When to Use the Tool:

• Unexpected results
• Unfamiliar situations
• Confused: questions that have no answers
• Uncertain that you are in compliance with
expectations, procedures, or regulations
• Uncertain what success is
• Observed work practices different from
expected work practices
 action, second-party verification has the added
purpose of configuration control. That is why
the second-party verification is documented in
the guiding document and peer-checking is
not.

When to Use the Tool:

• Error-likely situations with critical steps
• History of error or unfavorable operating
experience with a particular action
• Installing similar components
Peer-Checking • Comparing test data against criteria
• When misidentification, mis-operation, or
Basis: improper installation or assembly can have
undesirable impact on people’s safety or
plant equipment
Peer checking is an error-prevention technique • Pre-determined in the pre-job briefing
involving a verbal agreement between two • Requested by a peer in the field
individuals prior to a specific action and/or task,
such that one will observe or check the
behavior of the other to prevent an error by the Behavior Standard:
performer. 1. Using 3-way communication, performer and
peer agree on the action to take, on which
One person acts as the performer, and the component, and for what purpose,
second person, an experienced peer familiar confirmed by the guiding document.
with the activity, acts as the checker. The 2. Using self-checking, the performer and peer
purpose of peer checking is to prevent error for individually confirm the correct component,
a specific action. Peer-checking is merely two label, etc. Flag the component if desired.
persons (performer and checker) self-checking 3. Performer performs predetermined action
in parallel, agreeing together that the action is and only that action.
the correct action to be performed and on the 4. Peer watches the actions of the performer
correct component. Peer checking augments to verify the action is correct.
self-checking, but does not replace it. This
technique takes advantage of a fresh set of
eyes not trapped by the performer’s task At-Risk Behaviors to Avoid:
focused mind-set. The checker may “see” 1. Used in place of independent verification or
hazards or potential consequences the for second-party verification
performer does not see. 2. Checker not experienced with activity
In most cases, workers can ask for a peer- 3. Checker not paying close attention to
check, especially when they feel the risk or performer
conditions warrant it. The tool may be required 4. Believing performer will not err because of
by management for certain high-risk actions. If performer’s experience or proficiency
a person, other than the performer, anticipates 5. Checker unable to view component to be
an action by the performer may be unsafe, or manipulated
at risk, he or she may question the performer 6. Checker not prepared to prevent an
to verify the intent and desired outcome before incorrect action by the performer
the action is taken. 7. Asking for a peer-check without directing
the request to a specific person by name
8. Swapping roles during the task
Peer-checking can be confused with second-
party verification. Although the purpose of both
techniques is to prevent error for a specific
 for resolving deficiencies in the post-job
review section of the form.
6. It is the
supervisor’s/foreman’s/employee’s
responsibility to ensure that corrective
action is performed on identified
problems/issues.

At-Risk Behaviors to Avoid:

• Not participating in the post-job briefing
Post-Job Review • Believing that any changes or problems
encountered are minor and do not need
any further correction
Basis: • Not performing an adequate post-job
Post-job reviews give employees that were briefing when it is needed
involved in the work activity to provide • Not documenting feedback after working
feedback. A post-job review is conducted for on risk-important power system
high hazard jobs to determine if planning and equipment
briefings were effective. • No principal workers involved
• No time allotted for the Post-Job
Critique
• Not done face-to-face
When to Use the Tool: No follow-up for high-interest issues
• Post-job reviews are to be conducted after
high hazard jobs using TVA Form 40899
Post-Job Review Checklist.
• Post-job briefs can be conducted for low
hazard jobs if it is deemed necessary.
• After routing work that could be improved.
• After emergent and important work.

Behavior Standard:
1. The post-job review is performed with those
who participated in the pre-job briefing and
performed the work.
2. The post-job review will normally be
conducted by the person who conducted
the pre-job briefing.
3. Feedback will be solicited from all
employees to identify any problems
encountered during the task.
4. The results of the review are documented
on TVA Form 40899 Post-Job Review
Checklist.
5. When problems or issues are identified the
supervisors/foreman/employee will record
and establish the responsibility and method