Published on: Mar 4, 2016
Transcripts - Presents 2
The HumanPerformance This handout describes the bases for each of these tools, when each is to be used, the expected behaviors, as well as behaviors to beTool Box avoided when using each tool.There are 14 tools in your basic HU toolbox:1. Pre Job Briefing2. Two Minute Rule3. Three Way Communication4. Phonetic Alphabet5. Procedure Use & Adherence6. Place Keeping7. Flagging / Operational Barriers8. Touch STAR9. Independent Verification10. Concurrent Verification11. First Check12. STOP When Unsure13. Peer Check14. 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, anBasis: additional briefing is required. 6. Special precautions must be given toThe Pre-job Brief is a human performance tool work activities that involvethat allows the worker to think through a job troubleshooting or discovery ofand 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 • Not identifying high hazard and low hazardduring verbal briefings for low hazard jobs to jobs.ensure that briefing standards are met. A • Assuming a verbal briefing is sufficient forsupervisor or manager shall be present during all types of work.documented pre-job briefings for high hazard • Using a “generic” or “pre-made” pre-jobjobs to ensure that high standards are briefing form.maintained during the briefing. • Lack of participation in the briefing from every employee involved. • When working along, not considering theWhen to Use the Tool: job steps, hazards with each step, and the• Low Hazard Jobs require a verbal pre-job precautions to take to avoid the hazards. briefing. • Not asking for additional briefings when• High Hazard Jobs require a documented work scope changes. pre-job briefing using TVA Form 20309 FPG • Getting outside the scope of the briefing Pre-Job Briefing. when troubleshooting is conducted.• 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: • Industrial safety and environmental hazardsTwo Minute Rule • Sensitive equipment in the area • Right unit, right componentBasis: • Critical indicators (meters) neededRecognizing abnormal conditions and for task successIdentifying Safety hazards is the first step toerror-free and event-free performance. • Error precursors (at critical steps) • Work area conditions inconsistentWorkers and supervisors cannot be so focused with those listed in the procedure oron what they are trying to accomplish that they discussed during the pre-jobdo not see opportunities to avoid ‘preventable’ briefing.errors. The pre-job briefing offers supervision 2. Talk with coworkers or supervisor aboutand assigned workers an opportunity to not unexpected hazards or conditions andonly review what is to be accomplished but the precautions to take.also what to avoid. This discussion preparesthem mentally. However, an accurate 3. Eliminate hazards, install appropriateunderstanding of the challenges offered by the barriers, or develop contingencieswork environment cannot be confirmed until before proceeding with the task.workers actually see the physical job site withtheir own eyes. At Risk Behaviors to Avoid: • HurryingThe two-minute rule requires workers to simply • Thinking the job is “routine” or “simple”take time before starting a job to become • Believing nothing bad can happenaware of the immediate work environment, to • Not talking about precautions with co-detect conditions unanticipated by work workersplanning and the pre-job briefing, and to • Not raising “gut feel” concerns with co-confirm those that were. Often, procedures do workers or supervisionnot contain important information related to thedemands placed on the user by thejob site, especially at critical steps. A briefreview of the job site allows the individual timeto detect abnormalities and hazards. Ifabnormalities, or error-precursors, remainundetected, they usually make performanceeither 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. Behavior Standard: 1. Using the person’s name to establish eyeThree Way contact with the receiver, the sender states the message.Communication 2. Receiver acknowledges sender by paraphrasing the message in his or her ownBasis: words but repeating back equipment name, UNID, and data verbatim.Mutual understanding is essential to plant 3. Sender verifies and acknowledges theoperation and maintenance. Therefore, receiver’s response is correct.responsibility for proper communication is 4. If corrected, repeat the process.assigned to the originator or sender, who mustverify the receiver understands the messageas intended. Each message that is directive in At-Risk Behaviors to Avoid:nature must use three-way communication and • Using slang terms instead of specific orbegins when (1st) the sender gets the attention standard termsof the intended receiver, using the person’s • Sender not taking responsibility for what isname, and speaks the message. Then (2nd), said and heardthe receiver repeats the message in a • Not stating his/her name and work locationparaphrased form, which helps the sender (sender or receiver) when using averify that the receiver understands the telephone/radiointended message. Finally (3rd), the sender • Receiver’s name not used by the sender toacknowledges that the receiver heard and get receiver’s attentionunderstood the message. • Attempting to communicate with someoneWhen the receiver paraphrases the message, already engaged in another conversation,equipment nomenclature, identifiers, and data i.e., “cross talk”are repeated back exactly as spoken by the • Failing to verify receiver accepted andsender. understood the message • Message not stated clearly (such as notThe third leg of the communication is often the loudly enough or poor enunciation of words)weak link, since the sender is tempted to not • Receiver not verifying understanding withpay attention to the receiver’s statement, sender; reluctance to ask questions in aassuming the person heard their message. If groupthe receiver does not receive acknowledgment • Speaking from behind the person intendedfrom the sender, he/she should be assertive, to receive the messageand ask the sender to complete the third leg. • Receiver does not write down message ifFeedback is necessary to verify understanding more than two items to rememberof each spoken message. • Conflict between what is said (content of message) and the nonverbal cues of the sender.
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 I = Indigo or India V = VictorPhonetic Alphabet J = Juliet K = Kilo W = Whiskey X = X-Ray L = Lima Y = YankeeBasis: M = Mike Z = ZuluWhen the only distinguishing differencebetween two component designators is asingle letter, then the phonetic alphabet form At-Risk Behaviors to Avoid:of the letter should be substituted for the • Not using phonetics for equipment labeldistinguishing character. designations • Using phonetic words other than those designated, e.g., India vs. indigoWhen to Use the Tool: • Using phonetic designators when writingWhen communicating alpha-numericinformation related to plant equipment nounnames. • For train, phase, and channel designations. • When the sender or receiver feels there is a possibility of misunderstanding such as, sound alike systems, high noise areas, radio/ telephone communication where reception is poor, etc. • Phonetics are unnecessary when referring to standard approved acronyms such as CCW. • This tool is used during verbal communicationand is NOT used in written communication.When speaking, ‘B’ sounds like ‘C’ sounds like‘D’ etc. Using the proper phonetic designatormakes each letter sound distinctly different.When writing, each letter of the alphabet isvisually distinct from all other letters so to write‘bravo’ in place of ‘B’ would be a misapplicationof 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 equipment if used as written, cannot be performed as written, will result in incorrect parameters orProcedure Use & Adherence configuration, or is otherwise unsafe, then STOP the task and contact a supervisor.Basis: 8. If desired or anticipated results are not achieved, doProcedures help users to perform activities not proceed, and contact a supervisor.correctly, safely, consistently, and in accordancewith design requirements. Procedures direct At-Risk Behavior to Avoid:people’s actions in a proper sequence and • Assuming a procedure is well-written andminimize reliance on one’s memory and the accuratechoices made in the field. When workers are forced • Cook-booking a step or procedure (blindto interpret a procedures use and applicability, the compliance) without understanding its purposechance for error is increased. Procedure use • Performing a task without knowing critical stepsspecifies the minimum required reference to the in advanceprocedure during the performance of a task, such • Believing in the philosophy that, “Any operatoras continuous use (in-hand), reference use, and worth his/her salt doesn’t need a procedure.”information use. Procedure adherence means • Skipping steps or segments of a “routine”following the intent and direction provided in the procedure, since those steps have beenprocedure regardless of the level of use. unnecessary in the past • Not rigorously following a procedure because ofProcedures incorporate the policies, operating personal past success with the taskexperience, effective work practices and management • Commencing a procedure without establishingdecisions about how a task is to be performed. initial conditions required by the procedureTechnical procedures are written to direct desired • Using a procedure maliciously, knowing it hasbehavior for the various complex and technical work Flawsactivities that will affect plant equipment. However, • Not reviewing an unfamiliar procedure (or lacksexperience has shown that technical procedures may proficiency) before performing a tasknot always contain sufficient information for the user. • Using a previous revision (superseded) of aWith turnover of the workforce, less experienced procedureworkers take the place of more experienced • Marking steps “N/A” for those that arepersonnel. The quality of the procedure (technical inadequately or improperly writtencontent and usability) is paramount, especially if the • Not submitting feedback on procedure problemstask involves risk, significant systems or components. (technical accuracy and usability)Therefore, feedback from the user on the quality of • Not applying some form of place-keeping forprocedures and work orders is highly desired. continuous use procedures • Using check marks instead of initials orWhen to Use the Tool: signatures for continuous use procedures,Procedures are to be used for activities that involve unless the procedure specifically allows itmanipulation, monitoring, or analysis of plant • Ditto marks (“)equipment or physical work in the plant. • One set of initials followed with a line through remaining signoff blanksBehavior Standard: • Signing off a step as completed before it is1. Verify the procedure being used is the correct complete revision. Procedures are corrected and approved before use.
• Put a SLASH through the CIRCLE when the step has been completed. • RE-READ and VERIFY completion of the previous few steps performed if distracted or interrupted. 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 under the last step completed and WRITEPlace Keeping “Completed to this step”, sign and date. 7. Once a page has been completed,Basis: CONFIRM all required steps are complete Place keeping is used to mark the steps in a and INITIAL completion of the page in the procedure or work document that have been margin. completed or that are not applicable, so that 8. IDENTIFY the last page in the procedure or steps are not accidentally omitted or work document and conspicuously WRITE repeated. “Last Page” on the last page.When to Use the Tool: 9. It is permissible to USE coloured adhesive Use Place keeping when using a procedure page markers (such as Post-It Notes ®), to or work document to perform critical help trace progress through the procedure activities as specified by the Pre-Job brief. or work document or to denote reference When suspending performance of a sections. procedure, use place keeping to identify the 10. HIGHLIGHT the flow path up to the next last step completed. step to denote the path taken via decision boxes.Behavior Standard:Place keeping is performed as follows: For steps that are ‘not applicable’ 1. IDENTIFY and clearly MARK (in a • IDENTIFY and CROSS OUT steps that are conspicuous manner) any critical steps “not applicable”. during the pre-job briefing. • HAVE your supervisor initial these steps to 2. READ and understand the step in its confirm that the proper approvals have been entirety before performing the action obtained. 3. PERFORM the step as written. 4. MARK each step as it is completed using At-Risk Behaviors to Avoid: one of the following techniques: • Marking steps “N/A” for those that are • When ‘sign off blanks’ are used, inadequately or improperly written initial or sign the step or action in the • Not applying some form of place- space provide. Place the time and keeping for continuous use procedures date if required • Using check marks instead of initials or • When ‘check boxes’ are used, check signatures for continuous use the box for each step or action procedures, unless the procedure • Use the ‘circle slash’ method when specifically allows it ‘check boxes’ and ‘sign off blanks’ • Ditto marks (“) are not used. • One set of initials followed with a line through remaining signoff blanks Circle Slash • Signing off a step as completed before • Put a CIRCLE in the left margin it is complete of the procedure or work document step to be performed next
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, flags or operational barriers are to remain in place only while work is in progress.Flagging & 3. Remove flagging or operational barriers when work is complete.Operational Barriers At-Risk Behaviors to Avoid: • Using similar devices to flag components intended to be manipulate and as barriers,Basis: covering components not to be touchedFlagging involves highlighting a component in • Attaching a flag to a component to besuch a way to improve the chances of manipulated only onceperforming actions on the correct component. • Flagging both components to beOperational Barriers are used to mark or cover manipulated and to be avoided during samecomponents that are not to be worked or activitymanipulated during an evolution. Flagging & • Not self-checking or peer-checking theOperational Barriers are particularly helpful component before applying flagging or laterwhen there are several similar components in in the activityclose proximity to those affected by the work • Using flagging that is not securely attachedactivity. Several events have been attributed to to component; able to become unattachedan individual starting an activity on onecomponent, taking a break or becomingotherwise distracted from the component, thenperforming manipulations on the wrongcomponent.When to Use the Tool:• Performing two or more manipulations of several similar components in close proximity to those affected by the work activity• Multiple trains• Multiple unitsBehavior 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 correctly before installing the flag or
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. 2. Stop – Pause before performing theTouch STAR 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 beSelf-checking helps prevent errors when performed. Verify the action is appropriate‘touching’ plant equipment to change its status for equipment/system status. Anticipateor even when revising a document important expected result(s) of the action and itsfor plant safety and reliability. Self-checking is indications. Consider what actions to takeparticularly effective during skill-based tasks should an unexpected result occurthat could be performed without much (contingency). If uncertain, use QV&V.conscious thought. This technique helps boosts 4. Act – Without losing physical contact:attention at important points in an activity • Compare component label, etc., withbefore an important action is performed. If checklist, procedure step, orattention is not focused, error is likely. Once drawing.attention is focused, the object of your attention • State the component name or UNIDis touched, the individual then takes a moment aloud (without distracting others).to think about the intended action and its • Without losing physical contactexpected outcome. If uncertain, questions established earlier, perform theshould 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 resultperformer is physically and mentally prepared, does not occur.the action can be taken, followed by a reviewof the results of the action. At-Risk Behaviors to Avoid: • Not self-checking again, when distractedWhen 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: • Directed by procedure • Directed by supervisor • Identified during pre-job briefing • Behavior Standard: 1. Performer self-checks the component to be manipulated. 2. Performer performs the predetermined action and only that action. 3. Performer confirms the new configuration orIndependent condition agrees with the guiding document and documents the verification in the spaceVerification provided in the guiding document. 4. At a separate time and not in the presence of the performer, the verifier self-checks theBasis: component that was manipulated to verifyIndependent verification (IV) is the act of component identification matches theverifying the condition of a component, system, component required to be verified.or document, etc., independent from the 5. Verifier determines the as-foundoriginal act that placed it in that condition, to configuration or condition matches thefind errors by the performer. It is an act of condition required by the guiding document,checking a components or product’s status or without changing it, using one or more ofquality independent of the person that the following means:established its present state. • Hands-on Verification (e.g. manually checking valve position)IV has a higher probability of catching an error • Observing remote indicationthan peer-checking or second-party • Observing correctverification, since the second person is not system/equipment/componentinfluenced by the first person and has freedom responseof thought. However, IV should only be used 6. Verifier confirms new configuration orwhen an immediate consequence to the plant condition agrees with guiding documentor equipment is unlikely if the first action is and signs his/her signature/initials in theperformed incorrectly. IV catches errors after space provided in the guiding document.they have been made. 7. If the as-found configuration or condition isThe individual performing the IV must incorrect, report the condition to supervisionphysically check the condition without relying immediately.on observation or verbal confirmation by theinitial performer. At-Risk Behaviors to Avoid: • Performer and verifier in close proximity atTrue independence requires separation in time the time the performer acts.and space between the individuals involved to • Performer informs the verifier what he/sheensure ‘freedom of thought.’ In fact, the two had done.individuals probably should not even walk to a • Performer and verifier walk to component’sroom or location of the component together. location together.True independence cannot be established if • The performer is perceived by the verifier asone individual is looking over the shoulder of experienced, as an expert, and unlikely tothe other, even from a distance. make a mistake. • Performer is less attentive to the action thinking the verifier will “catch” any problems.
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 unique identifier on the component label. • REVIEW the intended action.Concurrent If the conditions are such that direct observation of the verification and actions are impractical (such asVerification tight quarters); the desired component should be physically marked with tape or other suitable device by the verifier.Basis: To manipulate the component:Concurrent Verification is used to PREVENT an • Each individual will physically TOUCH orerror by the worker when changing the condition or POINT at what they have separatelystatus of a component. decided is the correct component. • Both individuals DISCUSS the requestedConcurrent Verification focuses on the proper action to be performed and AGREE on the"verification" of the correct device, the expected action.operation, and the abilities of the person making • The performer will TAKE the action WHILEthe verification. Concurrent Verification is intended BEING DIRECTLY OBSERVED by theto address every aspect of the task before any verifier.manipulation of the device is made. • When the action is complete, then theWhen to Use the Tool: verifier will VERIFY the desired action wasConcurrent Verification may be performed for performed correctly on the correctcritical or complex equipment, or as directed by component and REMOVE any markingcontrolling documents or as directed by the device placed as part of the ConcurrentSupervisor. Critical or complex equipment Verification process.includes: At-Risk Behavior to Avoid: • Components that, once operated, cant be • Using “Peer Checking” when Concurrent independently verified to be in the desired Verification is needed. position. • Each person not performing their own • Components that are confusing or difficult individual verification to operate and could have immediate • The verifier taking physical and verbal cues safety, environmental or operational impact from the performer if operated incorrectly. • Swapping roles of the performer andBehavior Standard: verifier in the middle of the evolution • Both individuals must be qualified to operate • Not marking a device appropriately when the component. the device in tight quarters • Before the verification, both individuals • The Performer and/or Verifier is not involved must determine who will fulfill the qualified to operate the component role of the performer and who will be the verifier. The individuals must rigorously adhere to these roles during concurrent verification. • The performer and the verifier, using controlling documents individually identify the component and review the intended action. Prior to component identification
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. 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. 4. After confirming your location and intended actions, CONTINUE with the assigned task, rigorously applying self-checking techniquesFirst Check throughout the completion of the assignment.Basis:First Check can be thought of as a remote peer At-Risk Behaviors to Avoid:check and is used to ensure the first • Failing to recognize ‘First Check’component manipulation for a specific task is opportunities when working alone.performed on the proper unit / channel / • Assuming the task is simple.component. Simply put, First Check is used to • Believing it is not possible for you to get onvalidate you are in the right place before you the wrong equipment.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 ofan in-field evolution, use self-checkingtechniques to VERIFY the proper workdocument step intended to be performed, theproper unit, channel, and component about tobe manipulated.
Behavior Standard: 1. Stop activity, when confused, or doubt remains after using QV&V. 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 during initial pre-job brief. 6. Do not proceed in the face of uncertainty.Stop When Unsure At-Risk Behavior to Avoid:Basis: • Assuming • Rationalizing an anomaly awayWhen confronted with a situation that creates a • Not asking for helpquestion, a person is in uncharted (unfamiliar) • Thinking the task is ‘routine’ or ‘simple’territory—a knowledge-based performance • Believing nothing bad can happensituation (Remember, statistically, 1 of 2 • Ignoring subtle differencesKnowledge Based decisions will be in error). • Unaware of critical parametersWhenever a question is encountered and whatto do about it is uncertain, stop and get help.Given the chances for error are particularlyhigh in a knowledge-based situation, the bestcourse of action, when unsure, is to take atime-out and get another person’s ‘mind’focused on the problem. For effective problem-solving to occur, people must recognize theyare in a knowledge-based situation.Get help from those who possess theexpertise, not necessarily from those of higherrank. Also, when that “gut feeling” is telling youthat something is not right, stop. This alsoapplies when one experiences, “What am Idoing here?” or “Im here, but cant rememberwhat I am supposed to do.” Don’t beembarrassed, 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
techniques is to prevent error for a specific 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: • Procedure requirement • History of error or unfavorable operating experience with a particular actionPeer-Checking • When misidentification, mis-operation, or improper installation or assembly can have undesirable impact on people’s safety orBasis: plant equipment • Pre-determined in the pre-job briefing • Requested by a peer in the fieldPeer checking is an error-prevention techniqueinvolving a verbal agreement between twoindividuals prior to a specific action and/or task, Behavior Standard:such that one will observe or check the 1. Using 3-way communication, performer andbehavior of the other to prevent an error by the peer agree on the action to take, on whichperformer. component, and for what purpose,One person acts as the performer, and the confirmed by the guiding document.second person, an experienced peer familiar 2. Using self-checking, the performer and peerwith the activity, acts as the checker. The individually confirm the correct component,purpose of peer checking is to prevent error for label, etc. Flag the component if desired.a specific action. Peer-checking is merely two 3. Performer performs predetermined actionpersons (performer and checker) self-checking and only that action.in parallel, agreeing together that the action is 4. Peer watches the actions of the performerthe correct action to be performed and on the to verify the action is correct.correct component. Peer checking augmentsself-checking, but does not replace it. This At-Risk Behaviors to Avoid:technique takes advantage of a fresh set of 1. Used in place of independent verification oreyes not trapped by the performer’s task for second-party verificationfocused mind-set. The checker may “see” 2. Checker not experienced with activityhazards or potential consequences the 3. Checker not paying close attention toperformer does not see. performerIn most cases, workers can ask for a peer- 4. Believing performer will not err because ofcheck, especially when they feel the risk or performer’s experience or proficiencyconditions warrant it. The tool may be required 5. Checker unable to view component to beby management for certain high-risk actions. If manipulateda person, other than the performer, anticipates 6. Checker not prepared to prevent anan action by the performer may be unsafe, or incorrect action by the performerat risk, he or she may question the performer 7. Asking for a peer-check without directingto verify the intent and desired outcome before the request to a specific person by namethe action is taken.Peer-checking can be confused with second-party verification. Although the purpose of both
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 • Believing that any changes or problems encountered are minor and do not need any further correction • Not performing an adequate post-job briefing when it is neededPost-Job ReviewBasis:Post-job reviews give employees that wereinvolved in the work activity to providefeedback. A post-job review is conducted forhigh hazard jobs to determine if planning andbriefings were effective.When to Use the Tool:• 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.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 for resolving deficiencies in the post-job review section of the form.