Latest / Safe As Podcast / E56: Walk-Through Talk-Through - a technique for learning about daily work and error traps

Transcript

E56: Walk-Through Talk-Through - a technique for learning about daily work and error traps · Safe As Podcast

• 0:07
  Good, everyone, and welcome to the next quickest site of safe
• 0:09
  as today we're jumping into a technique to bridge the gap
• 0:13
  between documented procedures and the reality of work called
• 0:18
  the walkthrough talk through. The source for today is from
• 0:23
  Human Performance Oil and Gas, namely their guidance document
• 0:26
  and template found at hpog.org. The main goal of the walkthrough
• 0:32
  talkthrough is pretty simple, to understand how work is really
• 0:36
  done. It's used to collect, record and
• 0:39
  analyse information about a task at a basic level, helping to
• 0:42
  identify where errors and error traps and improvements can be
• 0:46
  made. Crucially, it's a collaborative
• 0:49
  activity with people who know the task.
• 0:51
  It's not a conventional behavioural observation to
• 0:54
  understand how the task normally gets done, and ideally it's done
• 0:58
  right there in the field or on the shop floor.
• 1:00
  We begin the walkthrough talk through by priming the
• 1:03
  conversation. You want to understand the
• 1:06
  unique challenges operators face.
• 1:08
  This could be asking the individual to talk about a time
• 1:11
  in the past when it was really challenging to complete this
• 1:14
  task. What made it difficult?
• 1:16
  Discussing a past situation captures combinations of air
• 1:19
  traps and constraints that might not be visible during
• 1:22
  conversations or during conventional risk assessments
• 1:25
  and whatnot. Follow up by asking what did you
• 1:28
  do to adapt? How did you know what to do?
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  The services and workarounds or shortcuts used to overcome the
• 1:35
  difficulties. Next, you must literally walk
• 1:38
  through the activity with the person doing the job guiding you
• 1:41
  through the steps. As you progress, you're aiming
• 1:44
  to identify performance shaping factors, which can also be seen
• 1:48
  as error traps, which are the conditions that increase the
• 1:51
  likelihood of error. These factors can include
• 1:54
  complex procedures, confusing equipment design, or a difficult
• 1:58
  working environment involving noise or poor lighting.
• 2:01
  Consider the different types of failures that result from these
• 2:04
  performance shaping factors, such as action failures like the
• 2:09
  operation is too fast or slow, or there's too much, too little
• 2:12
  misalignment, misplacement, something was omitted or
• 2:15
  incomplete or in the wrong order, or information failures
• 2:19
  such as the info not retrieved or the wrong information
• 2:22
  obtained, et cetera. There's checking failures, such
• 2:26
  as a check omitted or incomplete, it's the wrong check
• 2:29
  on the right object or vice versa.
• 2:31
  Or the check's too early or too late.
• 2:33
  Selection failures, such as the selection's been omitted or the
• 2:37
  wrong selection made, and planning failures, such as the
• 2:41
  plan was omitted or incorrect. To apply this jointly, select 3
• 2:45
  task steps that may lead to the most severe problems or
• 2:48
  consequences. When analysing these critical
• 2:51
  steps directly, ask what factors make this step more difficult to
• 2:55
  perform, or more specifically, what is it about this step that
• 3:00
  a new person could find confusing.
• 3:02
  Finally, focus on improvement. Ask the operator what can be
• 3:07
  done to remove or address these issues.
• 3:10
  This process promotes recommended improvements that
• 3:13
  target challenges and adaptations.
• 3:15
  I bought you a real opportunity to enhance human performance.
• 3:18
  I've only scratched the surface. If you check out the template,
• 3:21
  they've got a whole range of other structured prompts and
• 3:23
  questions you can ask to facilitate really effective
• 3:26
  walkthrough. Talk through and where possible,
• 3:29
  document your findings. Embed photos, increase the
• 3:32
  visceral nature of them. The sounds, the observations,
• 3:35
  the tools, the work environment. Put it all in there.
• 3:39
  That's it on this quickest soda safe as.