This part of the Annex is titled, “Human Performance Tools.” The tools mentioned reduce the likelihood of error when applied to error precursors. If you read the previous edition of this column, you may recall that Part 5 of this Annex is about error precursors.
Table Q.5 lists quite a few error precursors and arranges them into the four groups (task demands, work environment, individual capabilities, and human nature) discussed in Q5. That same table lists eight human performance tools:
- Pre-job briefing.
- Job site review.
- Post-job review.
- Procedure use and adherence.
- Self-check with verbalization.
- Three-way communication.
- Stop when unsure.
- Flagging and blocking.
Each of the human performance tools is detailed in Q.6.2 through Q.6.9. In the list of eight, the name of the tool gives you a pretty good idea of what the tool is about, but two of them are less obvious than the others.
Three-way communication might be better stated as three-step communication. Aaron tells Ron to open the motor disconnect for motor G2170. Aaron could assume Ron heard him and leave it at one step, but that's not safe. Ron could say, “Copy that,” to confirm he got the message, but did he get the correct message? Ron repeats the message, “Open the disconnect for motor G2170.” That's two steps. The third step is where Aaron validates the proper response with “That is correct” or “Affirmative.” If Ron wants to see if Aaron is alert, he might say, “Open the disconnect for motor G2190,” as the second step. If Aaron validates that, Ron will need to ask which motor is the correct one: “Would that be G2170 or G2190?”
What about flagging and blocking? A flag could be a marker, label, or device used when an error-likely situation exists, such as similar equipment (e.g., motor 2170 and motor 2190). Blocking is a method of physically preventing access to an area or to equipment controls. Flagging and blocking can be used together.
About the Author
Mark Lamendola
Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.
Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.
Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.