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.

  1. 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.
  2. 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.
  3. 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
  4. 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?
  5. 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.
  6. 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.
  7. 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.
  8. 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.