1 / 9

“TIMEOUT” Human Performance Improvement Tool

“TIMEOUT” Human Performance Improvement Tool. 5 November 2013. WHAT DROVE SRS TO INITIALLY EMBRACE TIMEOUT?. Safety Events Around the Complex and at SRS Expressed Customer Concerns Precursors Safety Attitudes and Diversions Paradigm Shift Emphasis On Situational Awareness.

jennis
Download Presentation

“TIMEOUT” Human Performance Improvement Tool

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. “TIMEOUT”Human Performance Improvement Tool 5 November 2013

  2. WHAT DROVE SRS TO INITIALLY EMBRACE TIMEOUT? Safety Events Around the Complex and at SRS Expressed Customer Concerns Precursors Safety Attitudes and Diversions Paradigm Shift Emphasis On Situational Awareness

  3. Situational Awareness Task Preview – SAFER Job Site Review (Does Work Site reflect Pre-Job and TWD) Questioning Attitude (Must be encouraged to drive Timeout) Stop When Unsure – Timeout

  4. TIMEOUT • Informal, Brief Break In Work • Initiate When Faced With an “Out of the Box” Cue • Designed to Prevent Knowledge-Based Errors • Collaboration Will Improve the Decision Making Process • Have Used Site-Wide Timeouts To Refocus

  5. Purpose of a Timeout Step back, take a fresh look at the situation, and resolve the concern. Simple and practical way to deal with any emerging problem or concern before it results in a safety event. Typically, resolution should be completed within 30 minutes. The “TIMEOUT” process is fully consistent with ISMS and with the Stop, Think, Act, and Review (STAR) concept.

  6. TIMEOUT CUES Unexpected conditions encountered Change in Scope or Scope “Creep” New hazard identified Work instructions found to be inadequate or unclear Issue not covered in Pre-Job Brief Additional assistance needed (RCO, Rigging, QA, etc.) An injury, illness, or near miss occurs Don’t have correct PPE, Special Tool, etc. Mistakes (spill, posting change, etc.) RWP suspension guide exceeded Bad gut feeling Excessive fatigue – you are not sure you can continue safely Others items identified as specific to the facility or function

  7. TIMEOUT PROCESS Communicate “TIMEOUT” to the team Place the activity in a safe condition Notify supervision Suspend work and take whatever action is necessary to resolve the concern. The formality, nature, and duration of this action will depend on the question or issue raised, and will therefore vary from case to case. The task supervisor will determine the action needed and will take into account such factors as resources needed (e.g., experienced people, data), adequacy of existing documentation (work package, RWP, PPE, etc.), any previously unidentified risks and how to deal with them, etc.

  8. POST TIMEOUT ACTIONS Team agrees the issue that initiated the “TIMEOUT” is resolved Supervision concurs with resolution Re-initiate the assigned activity Review results to ensure resolution was as expected/planned Provide positive feedback to the Team

  9. PROCESS FEEDBACK • Feedback From The Field Was Excellent • Stats Indicated The Process Was Having A Significant Impact • Institutionalized The Process • By Reference in the QA Manual • Detail in the Safety Manual • Remember, For Every Timeout There Was Likely An Upstream Flaw

More Related