Training and Learning
Training is robust; adults learn, and perform better. Organizational weakness is hunted and destroyed. Lessons are learned from operating experience (OE). Process-focused innovations grow the safety culture.
- Job Skills – People acquire physical and mental skills and capabilities to perform at a high level. Capabilities are regularly validated by observations, proofing, and testing. Training conditions duplicate real-world conditions, not ideal classroom environs.
- Operating Experience and Learning (OEL) – learning from experience; confirming what is happening; recording evidence; identifying strengths, weaknesses, and failures; learning from others; seeing trends and patterns; root-cause analysis; linkage to procedures and training.
- Performance Modes (SRK) – Framework for the degree of mental control being processed when an individual is performing activity and to classify types of human error.
Skill-based = routine; Rule-based = response to problem; Knowledge-based = unfamiliar
- Post-Job Review – Fresh discussion performed at least daily, answering these questions: What was planned? What happened? Why did it happen? How can we do better next time?
- Root-Cause Analysis – Failure events and Close Calls/Near Hits are investigated to determine true causes. Risk potential for harm determines the intensity of investigations. Corrective Actions are confirmed to reduce the likelihood of recurrence.
- Observations and Audits proactively assess how organizational weakness, exposure to hazards, and employee actions define risk. Improvement strategies are prioritized to reduce risks and ensure accountability.
- Process Improvement Desire to improve is insatiable—status quo is aggressively challenged. Focus is on system and process weakness. Learning is from Operating Experience, Root-Cause Analysis, and proven best practices that inspire creative innovations.
- Sustainability is not maintaining, but maturing and growing. From the strong foundation laid by our dynamic training, we build a Sustainability Plan that engages all levels of the organization. We never use a one-size-fits-all, cookie-cutter approach. Rather, we collaborate to devise what works best for each company, learning from and leveraging existing success, improving upon organizational weakness, and identifying and eliminating failure. It’s a living plan, reviewed and tweaked using the ASA “SHOPSA” self-assessment. From the assessment, we target re-training to reinforce key learnings from operating experience and to introduce new features. All this to see the organization evolve and mature.