analysis provides a means to see the real work
Traditional ways of looking at work usually do not define results.
They group activities by general categories, such as "compressor
maintenance." Or they may group activities by generic job descriptions
such as "maintenance 3 electrician."
Behavioral Analysis provides very specific, categorized descriptions
of work performance that describe results. It defines observable,
measurable actions with specific outcomes. Typical behavioral work
descriptions might be "perform fluids check on gas compressors"
or "complete compressor board check."
definitions might include tasks such as "complete resource
leveling on highway marking estimates," "calculate production
costs for custom bandage production," or "complete customer
a decision-making standpoint, traditional categories of activity
and job descriptions are pseudo-classifications because they provide
a grouping of activity, but no information about the impact the
work or work quality has on the company. Nor can traditional analysis
by activity or job classification make the link between specific
failures and corrective action. And because of that, they can make
no assessment of the cost of correction.
example, to create a budget, a department manager needs to know
how much money goes out for clerical staffing. But to manage the
work, that manager needs to know how much clerical time is consumed
by each task the department performs. In fact, if the manager can
define the resources needed to perform all the tasks the department
performs, that manager can produce a very justifiable budget.
meaningful assessments of aggregate work requires task-based, not
Explicit repertoires of tasks provide a unique basis for loss
analysis. Because the work is completely broken down into discrete,
observable activities, employees, teams or managers can perform
failure analyses. That is, they can state the expected result of
each task, and identifyand quantifyany performance discrepancies.
Analysis of each task can identify the type and extent of performance
failures and their costs. Analysis can specify the safety and regulatory
consequences of failures. Analysis can also ascribe root causes
and identify skills deficiencies or other sources of performance
failure that produce the losses.
example, a team might look at a task such as "maintain fluid
levels in compressors" and conclude, "in three cases,
failure to maintain full lube oil level shortened bearing life by
10 months at a cost of $72,000. In two other incidents, failure
to recognize lube oil consumption resulted in complete bearing failure.
The cost of those two incidents was $125,000." With tasks,
you can link a behavior and a consequence. And you can quantify
can also select corrective actions and attach corresponding costs.
Comparison of the loss with the cost of correction produces a task-specific
Repertoire work processes
are the methodologies which create order from the information collected
through behavioral analysis, procedures management and strategic
training design. Documentation, development and administration are
all organized through the Repertoire logic.
To properly categorize behavioral information, software must be
capable of collecting training information, safety information,
and look at tasks and skills as a part of the organizations competency.
SkillForge software is designed
to address training and certification issues and work
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