At the national laboratories, the primary objectives are the ongoing discovery and testing of new materials, the invention of new products, and technological advancement. The storage, handling, reconfiguration, and final repository of the legacy nuclear waste materials, as well as decontamination, decommissioning, and dismantling of old facilities and support operations used to produce nuclear defense capabilities during the Cold War are other significant mission objectives. Improving human performance is a key in improving the performance of production facilities, performance of laboratories, and performance of cleanup and restoration. It is not easy to anticipate exactly how trivial conditions can influence individual performance. Error-provoking aspects of facility* everywhere. No matter how efficiently equipment functions; how good the training, supervision, and procedures; and how well the best worker, engineer, or manager performs his or her duties, design, procedures, processes, and human nature exist people cannot perform better than the organization supporting them. only by normal human fallibility, but also by incompatible management and leadership practices and organizational weaknesses in work processes and values.
Therefore, defense-in-depth with respect to the human element is needed to improve the resilience of programmatic systems and to drive down human error and events. The aviation industry, medical industry, commercial nuclear power industry, Navy,Environment agency and its contractors, and other high-risk, technologically complex organizations have adopted human performance principles, concepts, and practices to consciously reduce human error and bolster controls in order to reduce accidents and events. However, performance improvement is not limited to safety. Organizations that have adopted human performance improvement (HPI) methods and practices also report improved product quality, efficiency, and productivity. as described in this post and practiced in the field, is not so much a program as it is a distinct way of thinking. This post seeks to improve understanding about human performance and to set forth recommendations on how to manage it and improve it to prevent events triggered by human error.
This post promotes a practical way of thinking about hazards and risks to human performance. It explores both the individual and leader behaviors needed to reduce error, as well as improvements needed in organizational processes and values and job-site conditions to better support worker performance. Fundamental knowledge of human and organizational behavior is emphasized so that managers, supervisors, and workers alike can better identify and eliminate error-provoking conditions that can trigger human errors leading to events in processing facilities, laboratories, D & D structures, or anywhere else on. Ultimately, the attitudes and practices needed to control these situations include:
- the will to communicate problems and opportunities to improve;
- an uneasiness toward the ability to err;
- an intolerance for error traps that place people and the facility at risk;
- vigilant situational awareness;
- rigorous use of error-prevention techniques; and
- understanding the value of relationships.