Behavioral Analysis (continued)
The development and management techniques we recommend are grounded in behavioral analysis. The following provides a brief introduction to the subject.

Behavioral 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."

Other definitions might include tasks such as "complete resource leveling on highway marking estimates," "calculate production costs for custom bandage production," or "complete customer account request."

From 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.

For 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.

Any meaningful assessments of aggregate work requires task-based, not activity-based, analysis.

Task-based opportunity assessment
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 identify—and quantify—any 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.

For 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 those consequences.

You can also select corrective actions and attach corresponding costs. Comparison of the loss with the cost of correction produces a task-specific ROI.

Repertoire™ Work Process
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.

SkillForge™ Software
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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