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(SEM102.1) Human Performance

Explain the human and organizational factors that affect the safe, efficient and profitable operation of a modern power plant.

Description

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The Human Performance Improvement Seminar is designed to explain the human and organizational factors that affect the safe, efficient and profitable operation of a modern power plant.

 

In addition, this seminar will provide an understanding and increased awareness of Human Performance Fundamentals and tools used to achieve improved plant operational performance. 

 

Course Content


The following topics are representative of those covered in this seminar.  The actual course presentation will be tailored to specific plant organizational groups (i.e. operations, maintenance, or management personnel).

-       Introduction

    • What is Human Performance

      • Human Performance Definition

      • Human Error and Loss

      • Fixing People vs Fixing the System

    • Terminology

      • Terms commonly used

      • Definitions 

-       Human Performance Lessons Learned from Industry and Academia

    • Human Error – The Cognitive Act

      • Preventing Error

      • Intervention between Error and Incident

      • Violation Recognition

    • Value of Human Performance

      • Loss Control

      • Improved Reliability

      • Improved Success for the Company and Employee

-       Why Do People Do What They Do?

    • Individual and Organizational Factors

      • Social Influences

      • Educational Background

      • Psychological Influences

      • Physical Factors

      • Personal Beliefs and Upbringing

      • Milgram Experiment

      • Active or Latent Human Error

      • Frequency of Errors

      • Human Error – Human Nature

      • Error Consequences (Good or Bad) 

    • Anatomy of a Human Error Incident

      • Example: Aviation Incident relating to Human Error

      • Example: Power Plant Incident relating to Human Error

    • Anatomy of an Event

      • Latent Organizational Weakness

      • Error Precursors

      • Flawed Defenses

      • Initiating Actions 

-     12 Primary Human Performance Traps

    • Conditions and Circumstances the Increase Error Potential 

-     Human Performance Error Preventions Tools

    • Pre-Job Briefing

    • Self-Check (STAR)

    • Procedural Use and Compliance

    • Three-Way (Three Part) Communications

    • Questioning Attitude

    • Peer Check

 -     Elements of a Resilient Culture

    • Management Systems

    • Reporting Culture vs Blame Culture

    • Learning Culture

    • Just Culture 

-     Leadership & Communication

    • What Does Good Look Like?

    • Setting Expectations

    • Critical Communications as Defense against Unwanted Events

    • Open Communication prevents Blame Cycle

 

PLEASE NOTE:  The course length is provided as an estimate only.  Actual course length may vary based on student experience level and participation.

 

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