Society at large tends to misunderstand what safety is all about. In reality, safety is what you and your people do day by day to protect assets from harm and to control the hazards inherent in your operations. This is the purpose of Risk-Based Thinking, the key element of the six building blocks of Human and Organizational Performance (HOP).
Society at large tends to misunderstand what safety is all about. In reality, safety is what you and your people do day by day to protect assets from harm and to control the hazards inherent in your operations. This is the purpose of Risk-Based Thinking, the key element of the six building blocks of Human and Organizational Performance (HOP).Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Tony Muschara is the Principal Consultant at Muschara Error Management Consulting, LLC, specializing in human error risk management in high-hazard, industrialized environments, and is a Certified Performance Technologist (CPT), awarded by the International Society for Performance Improvement (ISPI). Tony became a nuclear plant simulator instructor at Farley Nuclear Plant (1983-1985) and then joined the Institute of Nuclear Power Operations (1985-2007) where he authored several human performance guidelines for the nuclear industry. Many of his documents were adopted by the U.S. DOE and the World Association of Nuclear Operators. Tony received a BS degree in general (mechanical) engineering from the U.S. Naval Academy, served in the U.S. Submarine Service (1975-1982), Qualified in Submarines, qualified as Engineer of Naval Nuclear Propulsion Systems, retired as Captain, USNR. Tony also received an MBA from Kennesaw State University, USA.
Inhaltsangabe
Contents List of Figures List of Tables List of Experiences Special Thanks Introduction What This Book Is About Hu and H&OP Principles - Core Beliefs Espoused in this Book Why Read This Book Who This Book Is Written For As You Read the Book Chapter 1 A Nuclear Professional Chapter 2 A Strategic Approach Work and the Workplace The Hu Risk Hu Risk Management Model The Building Blocks of H&OP Things You Can Do Tomorrow Chapter 3 Fundamentals of Human and Organizational Performance The Notion of Human Error The Basics About Behavior, Error, and Violations The Basics About Work Context - Local Factors The Basics About Organization and Management Defenses - Controls, Barriers, and Safeguards The Severity Pyramid - Misunderstood Resilience - Adaptive Capacity of Front-Line Workers Things You Can Do Tomorrow Chapter 4 Risk-Based Thinking and Chronic Uneasiness Nothing Is Always as it Seems Risk-Based Thinking - Four Cornerstone Habits of Thought Chronic Uneasiness The Front-Line Worker - Hazard or Hero? Technical Expertise - The Bedrock of Risk-Based Thinking Conservative Decision-Making Safety Is a Core Value Things You Can Do Tomorrow Chapter 5 Critical Steps A Risk-Based, Yet Efficient Approach Recognizing a Critical Step Origins of the Critical Step Concept Risk-Important Actions (RIAs) Managing Critical Steps Is 99 Percent Good Enough? Things You Can Do Tomorrow Chapter 6 Systems Thinking for H&OP System Basics Systems Thinking - Blunt End and Sharp End The Work Execution Process Systems Thinking - The Flow of Influence Things You Can Do Tomorrow Chapter 7 Systems Learning What is Systems Learning? Drift and Accumulation Learning Methods Event Analysis Corrective Action / Preventive Action Process Learn from Success as Well as Failure Things You Can Do Tomorrow Chapter 8 Managing Human Performance The Basic Management Cycle Plan - Form Expectations Do - Communicate and Train Check - Observe and Inspect Adjust - Give and Receive Feedback Human Performance Tools Accountability and Just Culture You Can Engineer Performance Things You Can Do Tomorrow Chapter 9 Integrating and Executing H&OP and Risk-Based Thinking Remember the Seven Principles of Managing H&OP Build a Business Case A Playbook Integration - Enabling Risk-Based Thinking Execution - Deploying H&OP Promoting Risk-Based Thinking and Chronic Uneasiness Things You Can Do Tomorrow Epilogue: Live Long and Prosper Appendix 1: Glossary of Terms Appendix 2: Generic Local Factors Appendix 3: Common Error Traps Appendix 4: Fundamental Human Performance Tools Appendix 5: Candidate Indicators for H&OP Appendix 6: The Building Blocks of H&OP - Self-Assessment Criteria Appendix 7: Suggested Reading Index
Contents List of Figures List of Tables List of Experiences Special Thanks Introduction What This Book Is About Hu and H&OP Principles - Core Beliefs Espoused in this Book Why Read This Book Who This Book Is Written For As You Read the Book Chapter 1 A Nuclear Professional Chapter 2 A Strategic Approach Work and the Workplace The Hu Risk Hu Risk Management Model The Building Blocks of H&OP Things You Can Do Tomorrow Chapter 3 Fundamentals of Human and Organizational Performance The Notion of Human Error The Basics About Behavior, Error, and Violations The Basics About Work Context - Local Factors The Basics About Organization and Management Defenses - Controls, Barriers, and Safeguards The Severity Pyramid - Misunderstood Resilience - Adaptive Capacity of Front-Line Workers Things You Can Do Tomorrow Chapter 4 Risk-Based Thinking and Chronic Uneasiness Nothing Is Always as it Seems Risk-Based Thinking - Four Cornerstone Habits of Thought Chronic Uneasiness The Front-Line Worker - Hazard or Hero? Technical Expertise - The Bedrock of Risk-Based Thinking Conservative Decision-Making Safety Is a Core Value Things You Can Do Tomorrow Chapter 5 Critical Steps A Risk-Based, Yet Efficient Approach Recognizing a Critical Step Origins of the Critical Step Concept Risk-Important Actions (RIAs) Managing Critical Steps Is 99 Percent Good Enough? Things You Can Do Tomorrow Chapter 6 Systems Thinking for H&OP System Basics Systems Thinking - Blunt End and Sharp End The Work Execution Process Systems Thinking - The Flow of Influence Things You Can Do Tomorrow Chapter 7 Systems Learning What is Systems Learning? Drift and Accumulation Learning Methods Event Analysis Corrective Action / Preventive Action Process Learn from Success as Well as Failure Things You Can Do Tomorrow Chapter 8 Managing Human Performance The Basic Management Cycle Plan - Form Expectations Do - Communicate and Train Check - Observe and Inspect Adjust - Give and Receive Feedback Human Performance Tools Accountability and Just Culture You Can Engineer Performance Things You Can Do Tomorrow Chapter 9 Integrating and Executing H&OP and Risk-Based Thinking Remember the Seven Principles of Managing H&OP Build a Business Case A Playbook Integration - Enabling Risk-Based Thinking Execution - Deploying H&OP Promoting Risk-Based Thinking and Chronic Uneasiness Things You Can Do Tomorrow Epilogue: Live Long and Prosper Appendix 1: Glossary of Terms Appendix 2: Generic Local Factors Appendix 3: Common Error Traps Appendix 4: Fundamental Human Performance Tools Appendix 5: Candidate Indicators for H&OP Appendix 6: The Building Blocks of H&OP - Self-Assessment Criteria Appendix 7: Suggested Reading Index
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