SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH.:
Providing a comprehensive taxonomy for every cause investigation, this book supports its instructions with diagrams, charts, and real-world examples from companies like yours, taking you step-by-step through planning, completing, and documenting your investigation. --
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
[Place of publication not identified] :
ROTHSTEIN PUBLISHING.
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| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | Providing a comprehensive taxonomy for every cause investigation, this book supports its instructions with diagrams, charts, and real-world examples from companies like yours, taking you step-by-step through planning, completing, and documenting your investigation. -- |
| Beschreibung: | 1 online resource |
| ISBN: | 1944480471 9781944480479 |
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| 245 | 1 | 0 | |a SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
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| 520 | |a Providing a comprehensive taxonomy for every cause investigation, this book supports its instructions with diagrams, charts, and real-world examples from companies like yours, taking you step-by-step through planning, completing, and documenting your investigation. -- |c Edited summary from book. | ||
| 505 | 0 | |a Cover -- Title Page -- Copyright -- Dedication -- Acknowledgments -- Table of Contents -- Introduction -- References -- Chapter 1: Getting Started -- 1.1 Two Tools to Begin the Investigation -- 1.1.1 Investigation Effort and Rigor Assessment Tool -- 1.1.2 Checklist Tool -- Chapter 2: The Cause Road Map Taxonomy -- 2.1 Conceptual Basis for the Cause Road Map -- 2.1.1 Find the Cause Model Compared to Swiss Cheese Model -- 2.2 Introducing the Cause Road Map -- 2.2.1 Major Causal Factor Groups (Map 1) of Cause Road Map -- 2.3 Cause Road Map Defined as a Taxonomy -- 2.4 Cause Road Map as a Data Trending Source -- References -- Chapter 3: Human Performance Related Maps -- 3.1 Human Performance Related Maps -- 3.1.1 Cause Road Map -- Map 2 (Human Errors) -- 3.1.2 Cause Road Map -- Map 3 (Error Drivers) -- 3.1.3 Cause Road Map -- Map 4 (Flawed Defenses) -- 3.1.4 Cause Road Map -- Map 5 (Failed Oversight/Flawed Assessments) -- 3.1.5 Cause Road Map -- Map 6 (Latent Errors/Flawed Decisions) -- References -- Chapter 4: Machine/Material/Hardware Failure Maps -- 4.1 Machine/Material/Hardware Failure Related Maps -- 4.1.1 Machine/Material/Hardware Failure Related Map A -- 4.1.2 Machine/Material/Hardware Failure Related Map B -- References -- Chapter 5: Using the Cause Road Map -- 5.1 Using the Cause Road Map -- 5.1.1 Step 1 -- 5.1.2 Step 2 -- Human Error -- 5.1.3 Step 3 -- Error Drivers -- 5.1.4 Step 4 -- Flawed Organizational or Programmatic Defenses -- 5.1.5 Step 5 -- Flawed Assessment Capability -- 5.1.6 Step 6 -- Latent Management Practice Weaknesses -- 5.1.7 Step 7 -- Repeat for another observation -- 5.1.8 Step 8 -- Safety Culture -- 5.2 Displaying the Results -- 5.2.1 Human Performance Evaluation Briefing Report -- 5.2.2 Hardware/Material/Design Failure Evaluation Briefing Report -- 5.2.3 Human Performance Evaluation driven from previous Failure Evaluation. | |
| 505 | 8 | |a 5.3 Capturing the Details -- References -- Chapter 6: Human Performance Basics -- 6.1 Theoretical frame -- 6.1.1 Skill-Based -- 6.1.2 Rule-Based -- 6.1.3 Knowledge-Based -- 6.1.4 Slips, Mistakes, and Violations -- 6.2 Tools & -- Interventions Supporting this Theoretical Framework -- 6.2.1 Skill-Rule-Knowledge (Balance Beam) Tool -- 6.2.1.1 Corrective Actions Checklist for Skill-Based Errors -- 6.2.1.2 Corrective Actions Checklist for Rule-Based Errors -- 6.2.1.3 Corrective Actions Checklist for Knowledge-Based Errors -- 6.2.2 Substitution Test Tool -- References -- Chapter 7: Effective Interviewing -- 7.1 Planning the Interview -- 7.2 Opening the Interview -- 7.3 Conducting the Interview -- 7.3.1 Open-ended Questions -- 7.3.2 Closed-ended Questions -- 7.3.3 Follow-up Questions or Questioning to the Void -- 7.3.4 Other Tips to a Successful Interview -- 7.4 Closing the Interview -- 7.5 Recording -- References -- Chapter 8: Analysis Tools and Techniques -- 8.1 Tool Types and Use Matrix -- 8.2 Comparative Event Line -- 8.3 Failure Modes and Effects Analysis -- 8.4 Barrier Analysis -- 8.4.1 Classifying Barrier Functions -- 8.4.2 Typical Barrier Analysis Checklist Questions -- 8.4.3 Barrier Analysis Display Format -- 8.4.4 Advantages and Weaknesses of Barrier Analysis Tool -- 8.5 Change Analysis -- 8.5.1 The Five Steps in Change Analysis -- 8.5.2 A Cause Analysis Example -- 8.5.3 Advantages and Weaknesses of Change Analysis Tool -- 8.6 Task Analysis -- 8.6.1 Two Types of Task Analysis -- 8.6.2 Steps in Task Analysis -- 8.6.3 Task Analysis Example -- 8.6.4 Advantages and Weaknesses of Task Analysis Tool -- 8.7 Common Cause Analysis -- 8.7.1 Using Common Cause Analysis: Nuclear Power Station Example -- 8.7.1.1 Approach to the Seven Events -- 8.7.1.2 Suggested Common Cause Analysis Method -- 8.8 The 5 Why's/Why Staircase -- References. | |
| 505 | 8 | |a Chapter 9: Event Modeling and Analysis Tools -- 9.1 Causal Factor Trees -- 9.1.1 Advantages and Disadvantages of Causal Factor Tree -- 9.2 Events and Causal Factors (E& -- CF) charts -- 9.2.1 Defining Problems -- 9.2.2 Considerations -- 9.2.3 How to Develop the E& -- CF Chart -- 9.2.4 Formatting -- 9.2.5 The Dump Truck Accident E& -- CF Chart -- 9.2.6 E& -- CF Charting Advantages and Disadvantages -- References -- Chapter 10: Event Modeling and Analysis Tools -- 10.1 Investigation Tools Integration Protocol -- 10.2 Commonalities Matrix -- Chapter 11: Extent of Condition and Extent of Cause -- 11.1 Examining the Broader Implications of an Event -- 11.1.1 Three-Step Approach to Implications -- 11.2 Step 1: Define Same and Similar Conditions -- 11.2.1 Extent of Condition Assessment -- 11.2.2 Extent of Cause Assessment -- 11.3 Step 2: Determine the Potential Consequences and Risks -- 11.4 Step 3: Actions Matrix -- Chapter 12: Corrective Actions -- 12.1 Eight Basic Elements of Corrective Actions -- 12.2 Effective Corrective Action Structure Elements -- 12.3 Ten Criteria for Effective Corrective Actions -- 12.4 SMART Corrective Actions -- 12.5 Specific Corrective Actions -- 12.6 Relative Effectiveness of Types of Corrective Actions -- 12.7 Measurable Corrective Actions -- 12.8 Assigned and Accepted Corrective Actions -- 12.9 Realistic Corrective Actions -- 12.10 Timely Corrective Actions -- 12.11 Comprehensive Effectiveness Review Plan -- 12.11.1 Assigning Effectiveness Reviews -- Recommended Reading -- Chapter 13: Documentation and Reporting -- 13.1 Points to Remember when Reporting Investigation Results -- 13.2 Use of Graphics and Pictures in Reports -- 13.3 Report Specifics -- 13.3.1 Executive Summary -- 13.3.2 Problem Statement -- 13.3.3 Investigation Scope -- 13.3.4 Event Discussion -- 13.3.5 Compensatory and Immediate Actions. | |
| 505 | 8 | |a 13.3.6 Extent of Condition/Cause -- 13.3.7 Event Significance -- 13.3.8 Review of Operating Experience -- 13.3.9 Presenting Results -- 13.3.9.1 Before the Presentation -- 13.3.9.2 Presentation Scenarios -- 13.3.10 Use of Charts and Graphics -- 13.3.11 Commonalities Matrix -- 13.3.12 Human Performance Précis -- References -- Chapter 14: Final Thoughts -- About the Author -- Credits -- How to Get Your Free Download. | |
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| _version_ | 1816882407267106816 |
| adam_text | |
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| author | CHESTER D. ROWE;KRISTEN NOAKES-FRY, ABCI |
| author_facet | CHESTER D. ROWE;KRISTEN NOAKES-FRY, ABCI |
| author_role | |
| author_sort | CHESTER D. ROWE;KRISTEN NOAKES-FRY, ABCI |
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| callnumber-first | T - Technology |
| callnumber-label | TS156 |
| callnumber-raw | TS156 .R69 2018 |
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| contents | Cover -- Title Page -- Copyright -- Dedication -- Acknowledgments -- Table of Contents -- Introduction -- References -- Chapter 1: Getting Started -- 1.1 Two Tools to Begin the Investigation -- 1.1.1 Investigation Effort and Rigor Assessment Tool -- 1.1.2 Checklist Tool -- Chapter 2: The Cause Road Map Taxonomy -- 2.1 Conceptual Basis for the Cause Road Map -- 2.1.1 Find the Cause Model Compared to Swiss Cheese Model -- 2.2 Introducing the Cause Road Map -- 2.2.1 Major Causal Factor Groups (Map 1) of Cause Road Map -- 2.3 Cause Road Map Defined as a Taxonomy -- 2.4 Cause Road Map as a Data Trending Source -- References -- Chapter 3: Human Performance Related Maps -- 3.1 Human Performance Related Maps -- 3.1.1 Cause Road Map -- Map 2 (Human Errors) -- 3.1.2 Cause Road Map -- Map 3 (Error Drivers) -- 3.1.3 Cause Road Map -- Map 4 (Flawed Defenses) -- 3.1.4 Cause Road Map -- Map 5 (Failed Oversight/Flawed Assessments) -- 3.1.5 Cause Road Map -- Map 6 (Latent Errors/Flawed Decisions) -- References -- Chapter 4: Machine/Material/Hardware Failure Maps -- 4.1 Machine/Material/Hardware Failure Related Maps -- 4.1.1 Machine/Material/Hardware Failure Related Map A -- 4.1.2 Machine/Material/Hardware Failure Related Map B -- References -- Chapter 5: Using the Cause Road Map -- 5.1 Using the Cause Road Map -- 5.1.1 Step 1 -- 5.1.2 Step 2 -- Human Error -- 5.1.3 Step 3 -- Error Drivers -- 5.1.4 Step 4 -- Flawed Organizational or Programmatic Defenses -- 5.1.5 Step 5 -- Flawed Assessment Capability -- 5.1.6 Step 6 -- Latent Management Practice Weaknesses -- 5.1.7 Step 7 -- Repeat for another observation -- 5.1.8 Step 8 -- Safety Culture -- 5.2 Displaying the Results -- 5.2.1 Human Performance Evaluation Briefing Report -- 5.2.2 Hardware/Material/Design Failure Evaluation Briefing Report -- 5.2.3 Human Performance Evaluation driven from previous Failure Evaluation. 5.3 Capturing the Details -- References -- Chapter 6: Human Performance Basics -- 6.1 Theoretical frame -- 6.1.1 Skill-Based -- 6.1.2 Rule-Based -- 6.1.3 Knowledge-Based -- 6.1.4 Slips, Mistakes, and Violations -- 6.2 Tools & -- Interventions Supporting this Theoretical Framework -- 6.2.1 Skill-Rule-Knowledge (Balance Beam) Tool -- 6.2.1.1 Corrective Actions Checklist for Skill-Based Errors -- 6.2.1.2 Corrective Actions Checklist for Rule-Based Errors -- 6.2.1.3 Corrective Actions Checklist for Knowledge-Based Errors -- 6.2.2 Substitution Test Tool -- References -- Chapter 7: Effective Interviewing -- 7.1 Planning the Interview -- 7.2 Opening the Interview -- 7.3 Conducting the Interview -- 7.3.1 Open-ended Questions -- 7.3.2 Closed-ended Questions -- 7.3.3 Follow-up Questions or Questioning to the Void -- 7.3.4 Other Tips to a Successful Interview -- 7.4 Closing the Interview -- 7.5 Recording -- References -- Chapter 8: Analysis Tools and Techniques -- 8.1 Tool Types and Use Matrix -- 8.2 Comparative Event Line -- 8.3 Failure Modes and Effects Analysis -- 8.4 Barrier Analysis -- 8.4.1 Classifying Barrier Functions -- 8.4.2 Typical Barrier Analysis Checklist Questions -- 8.4.3 Barrier Analysis Display Format -- 8.4.4 Advantages and Weaknesses of Barrier Analysis Tool -- 8.5 Change Analysis -- 8.5.1 The Five Steps in Change Analysis -- 8.5.2 A Cause Analysis Example -- 8.5.3 Advantages and Weaknesses of Change Analysis Tool -- 8.6 Task Analysis -- 8.6.1 Two Types of Task Analysis -- 8.6.2 Steps in Task Analysis -- 8.6.3 Task Analysis Example -- 8.6.4 Advantages and Weaknesses of Task Analysis Tool -- 8.7 Common Cause Analysis -- 8.7.1 Using Common Cause Analysis: Nuclear Power Station Example -- 8.7.1.1 Approach to the Seven Events -- 8.7.1.2 Suggested Common Cause Analysis Method -- 8.8 The 5 Why's/Why Staircase -- References. Chapter 9: Event Modeling and Analysis Tools -- 9.1 Causal Factor Trees -- 9.1.1 Advantages and Disadvantages of Causal Factor Tree -- 9.2 Events and Causal Factors (E& -- CF) charts -- 9.2.1 Defining Problems -- 9.2.2 Considerations -- 9.2.3 How to Develop the E& -- CF Chart -- 9.2.4 Formatting -- 9.2.5 The Dump Truck Accident E& -- CF Chart -- 9.2.6 E& -- CF Charting Advantages and Disadvantages -- References -- Chapter 10: Event Modeling and Analysis Tools -- 10.1 Investigation Tools Integration Protocol -- 10.2 Commonalities Matrix -- Chapter 11: Extent of Condition and Extent of Cause -- 11.1 Examining the Broader Implications of an Event -- 11.1.1 Three-Step Approach to Implications -- 11.2 Step 1: Define Same and Similar Conditions -- 11.2.1 Extent of Condition Assessment -- 11.2.2 Extent of Cause Assessment -- 11.3 Step 2: Determine the Potential Consequences and Risks -- 11.4 Step 3: Actions Matrix -- Chapter 12: Corrective Actions -- 12.1 Eight Basic Elements of Corrective Actions -- 12.2 Effective Corrective Action Structure Elements -- 12.3 Ten Criteria for Effective Corrective Actions -- 12.4 SMART Corrective Actions -- 12.5 Specific Corrective Actions -- 12.6 Relative Effectiveness of Types of Corrective Actions -- 12.7 Measurable Corrective Actions -- 12.8 Assigned and Accepted Corrective Actions -- 12.9 Realistic Corrective Actions -- 12.10 Timely Corrective Actions -- 12.11 Comprehensive Effectiveness Review Plan -- 12.11.1 Assigning Effectiveness Reviews -- Recommended Reading -- Chapter 13: Documentation and Reporting -- 13.1 Points to Remember when Reporting Investigation Results -- 13.2 Use of Graphics and Pictures in Reports -- 13.3 Report Specifics -- 13.3.1 Executive Summary -- 13.3.2 Problem Statement -- 13.3.3 Investigation Scope -- 13.3.4 Event Discussion -- 13.3.5 Compensatory and Immediate Actions. 13.3.6 Extent of Condition/Cause -- 13.3.7 Event Significance -- 13.3.8 Review of Operating Experience -- 13.3.9 Presenting Results -- 13.3.9.1 Before the Presentation -- 13.3.9.2 Presentation Scenarios -- 13.3.10 Use of Charts and Graphics -- 13.3.11 Commonalities Matrix -- 13.3.12 Human Performance Précis -- References -- Chapter 14: Final Thoughts -- About the Author -- Credits -- How to Get Your Free Download. |
| ctrlnum | (OCoLC)1013507455 |
| dewey-full | 658.5/620285 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5/620285 |
| dewey-search | 658.5/620285 |
| dewey-sort | 3658.5 6620285 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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code="a">Providing a comprehensive taxonomy for every cause investigation, this book supports its instructions with diagrams, charts, and real-world examples from companies like yours, taking you step-by-step through planning, completing, and documenting your investigation. --</subfield><subfield code="c">Edited summary from book.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">Cover -- Title Page -- Copyright -- Dedication -- Acknowledgments -- Table of Contents -- Introduction -- References -- Chapter 1: Getting Started -- 1.1 Two Tools to Begin the Investigation -- 1.1.1 Investigation Effort and Rigor Assessment Tool -- 1.1.2 Checklist Tool -- Chapter 2: The Cause Road Map Taxonomy -- 2.1 Conceptual Basis for the Cause Road Map -- 2.1.1 Find the Cause Model Compared to Swiss Cheese Model -- 2.2 Introducing the Cause Road Map -- 2.2.1 Major Causal Factor Groups (Map 1) of Cause Road Map -- 2.3 Cause Road Map Defined as a Taxonomy -- 2.4 Cause Road Map as a Data Trending Source -- References -- Chapter 3: Human Performance Related Maps -- 3.1 Human Performance Related Maps -- 3.1.1 Cause Road Map -- Map 2 (Human Errors) -- 3.1.2 Cause Road Map -- Map 3 (Error Drivers) -- 3.1.3 Cause Road Map -- Map 4 (Flawed Defenses) -- 3.1.4 Cause Road Map -- Map 5 (Failed Oversight/Flawed Assessments) -- 3.1.5 Cause Road Map -- Map 6 (Latent Errors/Flawed Decisions) -- References -- Chapter 4: Machine/Material/Hardware Failure Maps -- 4.1 Machine/Material/Hardware Failure Related Maps -- 4.1.1 Machine/Material/Hardware Failure Related Map A -- 4.1.2 Machine/Material/Hardware Failure Related Map B -- References -- Chapter 5: Using the Cause Road Map -- 5.1 Using the Cause Road Map -- 5.1.1 Step 1 -- 5.1.2 Step 2 -- Human Error -- 5.1.3 Step 3 -- Error Drivers -- 5.1.4 Step 4 -- Flawed Organizational or Programmatic Defenses -- 5.1.5 Step 5 -- Flawed Assessment Capability -- 5.1.6 Step 6 -- Latent Management Practice Weaknesses -- 5.1.7 Step 7 -- Repeat for another observation -- 5.1.8 Step 8 -- Safety Culture -- 5.2 Displaying the Results -- 5.2.1 Human Performance Evaluation Briefing Report -- 5.2.2 Hardware/Material/Design Failure Evaluation Briefing Report -- 5.2.3 Human Performance Evaluation driven from previous Failure Evaluation.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">5.3 Capturing the Details -- References -- Chapter 6: Human Performance Basics -- 6.1 Theoretical frame -- 6.1.1 Skill-Based -- 6.1.2 Rule-Based -- 6.1.3 Knowledge-Based -- 6.1.4 Slips, Mistakes, and Violations -- 6.2 Tools &amp -- Interventions Supporting this Theoretical Framework -- 6.2.1 Skill-Rule-Knowledge (Balance Beam) Tool -- 6.2.1.1 Corrective Actions Checklist for Skill-Based Errors -- 6.2.1.2 Corrective Actions Checklist for Rule-Based Errors -- 6.2.1.3 Corrective Actions Checklist for Knowledge-Based Errors -- 6.2.2 Substitution Test Tool -- References -- Chapter 7: Effective Interviewing -- 7.1 Planning the Interview -- 7.2 Opening the Interview -- 7.3 Conducting the Interview -- 7.3.1 Open-ended Questions -- 7.3.2 Closed-ended Questions -- 7.3.3 Follow-up Questions or Questioning to the Void -- 7.3.4 Other Tips to a Successful Interview -- 7.4 Closing the Interview -- 7.5 Recording -- References -- Chapter 8: Analysis Tools and Techniques -- 8.1 Tool Types and Use Matrix -- 8.2 Comparative Event Line -- 8.3 Failure Modes and Effects Analysis -- 8.4 Barrier Analysis -- 8.4.1 Classifying Barrier Functions -- 8.4.2 Typical Barrier Analysis Checklist Questions -- 8.4.3 Barrier Analysis Display Format -- 8.4.4 Advantages and Weaknesses of Barrier Analysis Tool -- 8.5 Change Analysis -- 8.5.1 The Five Steps in Change Analysis -- 8.5.2 A Cause Analysis Example -- 8.5.3 Advantages and Weaknesses of Change Analysis Tool -- 8.6 Task Analysis -- 8.6.1 Two Types of Task Analysis -- 8.6.2 Steps in Task Analysis -- 8.6.3 Task Analysis Example -- 8.6.4 Advantages and Weaknesses of Task Analysis Tool -- 8.7 Common Cause Analysis -- 8.7.1 Using Common Cause Analysis: Nuclear Power Station Example -- 8.7.1.1 Approach to the Seven Events -- 8.7.1.2 Suggested Common Cause Analysis Method -- 8.8 The 5 Why's/Why Staircase -- References.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter 9: Event Modeling and Analysis Tools -- 9.1 Causal Factor Trees -- 9.1.1 Advantages and Disadvantages of Causal Factor Tree -- 9.2 Events and Causal Factors (E&amp -- CF) charts -- 9.2.1 Defining Problems -- 9.2.2 Considerations -- 9.2.3 How to Develop the E&amp -- CF Chart -- 9.2.4 Formatting -- 9.2.5 The Dump Truck Accident E&amp -- CF Chart -- 9.2.6 E&amp -- CF Charting Advantages and Disadvantages -- References -- Chapter 10: Event Modeling and Analysis Tools -- 10.1 Investigation Tools Integration Protocol -- 10.2 Commonalities Matrix -- Chapter 11: Extent of Condition and Extent of Cause -- 11.1 Examining the Broader Implications of an Event -- 11.1.1 Three-Step Approach to Implications -- 11.2 Step 1: Define Same and Similar Conditions -- 11.2.1 Extent of Condition Assessment -- 11.2.2 Extent of Cause Assessment -- 11.3 Step 2: Determine the Potential Consequences and Risks -- 11.4 Step 3: Actions Matrix -- Chapter 12: Corrective Actions -- 12.1 Eight Basic Elements of Corrective Actions -- 12.2 Effective Corrective Action Structure Elements -- 12.3 Ten Criteria for Effective Corrective Actions -- 12.4 SMART Corrective Actions -- 12.5 Specific Corrective Actions -- 12.6 Relative Effectiveness of Types of Corrective Actions -- 12.7 Measurable Corrective Actions -- 12.8 Assigned and Accepted Corrective Actions -- 12.9 Realistic Corrective Actions -- 12.10 Timely Corrective Actions -- 12.11 Comprehensive Effectiveness Review Plan -- 12.11.1 Assigning Effectiveness Reviews -- Recommended Reading -- Chapter 13: Documentation and Reporting -- 13.1 Points to Remember when Reporting Investigation Results -- 13.2 Use of Graphics and 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| id | ZDB-4-EBA-on1013507455 |
| illustrated | Not Illustrated |
| indexdate | 2024-11-27T13:28:07Z |
| institution | BVB |
| isbn | 1944480471 9781944480479 |
| language | English |
| oclc_num | 1013507455 |
| open_access_boolean | |
| owner | MAIN DE-863 DE-BY-FWS |
| owner_facet | MAIN DE-863 DE-BY-FWS |
| physical | 1 online resource |
| psigel | ZDB-4-EBA |
| publishDateSort | 0000 |
| publisher | ROTHSTEIN PUBLISHING. |
| record_format | marc |
| spelling | CHESTER D. ROWE;KRISTEN NOAKES-FRY, ABCI. SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. [Place of publication not identified] : ROTHSTEIN PUBLISHING. 1 online resource text txt rdacontent computer c rdamedia online resource cr rdacarrier Providing a comprehensive taxonomy for every cause investigation, this book supports its instructions with diagrams, charts, and real-world examples from companies like yours, taking you step-by-step through planning, completing, and documenting your investigation. -- Edited summary from book. Cover -- Title Page -- Copyright -- Dedication -- Acknowledgments -- Table of Contents -- Introduction -- References -- Chapter 1: Getting Started -- 1.1 Two Tools to Begin the Investigation -- 1.1.1 Investigation Effort and Rigor Assessment Tool -- 1.1.2 Checklist Tool -- Chapter 2: The Cause Road Map Taxonomy -- 2.1 Conceptual Basis for the Cause Road Map -- 2.1.1 Find the Cause Model Compared to Swiss Cheese Model -- 2.2 Introducing the Cause Road Map -- 2.2.1 Major Causal Factor Groups (Map 1) of Cause Road Map -- 2.3 Cause Road Map Defined as a Taxonomy -- 2.4 Cause Road Map as a Data Trending Source -- References -- Chapter 3: Human Performance Related Maps -- 3.1 Human Performance Related Maps -- 3.1.1 Cause Road Map -- Map 2 (Human Errors) -- 3.1.2 Cause Road Map -- Map 3 (Error Drivers) -- 3.1.3 Cause Road Map -- Map 4 (Flawed Defenses) -- 3.1.4 Cause Road Map -- Map 5 (Failed Oversight/Flawed Assessments) -- 3.1.5 Cause Road Map -- Map 6 (Latent Errors/Flawed Decisions) -- References -- Chapter 4: Machine/Material/Hardware Failure Maps -- 4.1 Machine/Material/Hardware Failure Related Maps -- 4.1.1 Machine/Material/Hardware Failure Related Map A -- 4.1.2 Machine/Material/Hardware Failure Related Map B -- References -- Chapter 5: Using the Cause Road Map -- 5.1 Using the Cause Road Map -- 5.1.1 Step 1 -- 5.1.2 Step 2 -- Human Error -- 5.1.3 Step 3 -- Error Drivers -- 5.1.4 Step 4 -- Flawed Organizational or Programmatic Defenses -- 5.1.5 Step 5 -- Flawed Assessment Capability -- 5.1.6 Step 6 -- Latent Management Practice Weaknesses -- 5.1.7 Step 7 -- Repeat for another observation -- 5.1.8 Step 8 -- Safety Culture -- 5.2 Displaying the Results -- 5.2.1 Human Performance Evaluation Briefing Report -- 5.2.2 Hardware/Material/Design Failure Evaluation Briefing Report -- 5.2.3 Human Performance Evaluation driven from previous Failure Evaluation. 5.3 Capturing the Details -- References -- Chapter 6: Human Performance Basics -- 6.1 Theoretical frame -- 6.1.1 Skill-Based -- 6.1.2 Rule-Based -- 6.1.3 Knowledge-Based -- 6.1.4 Slips, Mistakes, and Violations -- 6.2 Tools & -- Interventions Supporting this Theoretical Framework -- 6.2.1 Skill-Rule-Knowledge (Balance Beam) Tool -- 6.2.1.1 Corrective Actions Checklist for Skill-Based Errors -- 6.2.1.2 Corrective Actions Checklist for Rule-Based Errors -- 6.2.1.3 Corrective Actions Checklist for Knowledge-Based Errors -- 6.2.2 Substitution Test Tool -- References -- Chapter 7: Effective Interviewing -- 7.1 Planning the Interview -- 7.2 Opening the Interview -- 7.3 Conducting the Interview -- 7.3.1 Open-ended Questions -- 7.3.2 Closed-ended Questions -- 7.3.3 Follow-up Questions or Questioning to the Void -- 7.3.4 Other Tips to a Successful Interview -- 7.4 Closing the Interview -- 7.5 Recording -- References -- Chapter 8: Analysis Tools and Techniques -- 8.1 Tool Types and Use Matrix -- 8.2 Comparative Event Line -- 8.3 Failure Modes and Effects Analysis -- 8.4 Barrier Analysis -- 8.4.1 Classifying Barrier Functions -- 8.4.2 Typical Barrier Analysis Checklist Questions -- 8.4.3 Barrier Analysis Display Format -- 8.4.4 Advantages and Weaknesses of Barrier Analysis Tool -- 8.5 Change Analysis -- 8.5.1 The Five Steps in Change Analysis -- 8.5.2 A Cause Analysis Example -- 8.5.3 Advantages and Weaknesses of Change Analysis Tool -- 8.6 Task Analysis -- 8.6.1 Two Types of Task Analysis -- 8.6.2 Steps in Task Analysis -- 8.6.3 Task Analysis Example -- 8.6.4 Advantages and Weaknesses of Task Analysis Tool -- 8.7 Common Cause Analysis -- 8.7.1 Using Common Cause Analysis: Nuclear Power Station Example -- 8.7.1.1 Approach to the Seven Events -- 8.7.1.2 Suggested Common Cause Analysis Method -- 8.8 The 5 Why's/Why Staircase -- References. Chapter 9: Event Modeling and Analysis Tools -- 9.1 Causal Factor Trees -- 9.1.1 Advantages and Disadvantages of Causal Factor Tree -- 9.2 Events and Causal Factors (E& -- CF) charts -- 9.2.1 Defining Problems -- 9.2.2 Considerations -- 9.2.3 How to Develop the E& -- CF Chart -- 9.2.4 Formatting -- 9.2.5 The Dump Truck Accident E& -- CF Chart -- 9.2.6 E& -- CF Charting Advantages and Disadvantages -- References -- Chapter 10: Event Modeling and Analysis Tools -- 10.1 Investigation Tools Integration Protocol -- 10.2 Commonalities Matrix -- Chapter 11: Extent of Condition and Extent of Cause -- 11.1 Examining the Broader Implications of an Event -- 11.1.1 Three-Step Approach to Implications -- 11.2 Step 1: Define Same and Similar Conditions -- 11.2.1 Extent of Condition Assessment -- 11.2.2 Extent of Cause Assessment -- 11.3 Step 2: Determine the Potential Consequences and Risks -- 11.4 Step 3: Actions Matrix -- Chapter 12: Corrective Actions -- 12.1 Eight Basic Elements of Corrective Actions -- 12.2 Effective Corrective Action Structure Elements -- 12.3 Ten Criteria for Effective Corrective Actions -- 12.4 SMART Corrective Actions -- 12.5 Specific Corrective Actions -- 12.6 Relative Effectiveness of Types of Corrective Actions -- 12.7 Measurable Corrective Actions -- 12.8 Assigned and Accepted Corrective Actions -- 12.9 Realistic Corrective Actions -- 12.10 Timely Corrective Actions -- 12.11 Comprehensive Effectiveness Review Plan -- 12.11.1 Assigning Effectiveness Reviews -- Recommended Reading -- Chapter 13: Documentation and Reporting -- 13.1 Points to Remember when Reporting Investigation Results -- 13.2 Use of Graphics and Pictures in Reports -- 13.3 Report Specifics -- 13.3.1 Executive Summary -- 13.3.2 Problem Statement -- 13.3.3 Investigation Scope -- 13.3.4 Event Discussion -- 13.3.5 Compensatory and Immediate Actions. 13.3.6 Extent of Condition/Cause -- 13.3.7 Event Significance -- 13.3.8 Review of Operating Experience -- 13.3.9 Presenting Results -- 13.3.9.1 Before the Presentation -- 13.3.9.2 Presentation Scenarios -- 13.3.10 Use of Charts and Graphics -- 13.3.11 Commonalities Matrix -- 13.3.12 Human Performance Précis -- References -- Chapter 14: Final Thoughts -- About the Author -- Credits -- How to Get Your Free Download. Quality control Data processing. Industrial accidents Investigation. http://id.loc.gov/authorities/subjects/sh85065822 Critical incident technique. http://id.loc.gov/authorities/subjects/sh85034135 Qualité Contrôle Informatique. Travail Accidents Enquêtes. Technique de l'incident critique. BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Critical incident technique fast Industrial accidents Investigation fast Quality control Data processing fast FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=1640167 Volltext |
| spellingShingle | CHESTER D. ROWE;KRISTEN NOAKES-FRY, ABCI SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. Cover -- Title Page -- Copyright -- Dedication -- Acknowledgments -- Table of Contents -- Introduction -- References -- Chapter 1: Getting Started -- 1.1 Two Tools to Begin the Investigation -- 1.1.1 Investigation Effort and Rigor Assessment Tool -- 1.1.2 Checklist Tool -- Chapter 2: The Cause Road Map Taxonomy -- 2.1 Conceptual Basis for the Cause Road Map -- 2.1.1 Find the Cause Model Compared to Swiss Cheese Model -- 2.2 Introducing the Cause Road Map -- 2.2.1 Major Causal Factor Groups (Map 1) of Cause Road Map -- 2.3 Cause Road Map Defined as a Taxonomy -- 2.4 Cause Road Map as a Data Trending Source -- References -- Chapter 3: Human Performance Related Maps -- 3.1 Human Performance Related Maps -- 3.1.1 Cause Road Map -- Map 2 (Human Errors) -- 3.1.2 Cause Road Map -- Map 3 (Error Drivers) -- 3.1.3 Cause Road Map -- Map 4 (Flawed Defenses) -- 3.1.4 Cause Road Map -- Map 5 (Failed Oversight/Flawed Assessments) -- 3.1.5 Cause Road Map -- Map 6 (Latent Errors/Flawed Decisions) -- References -- Chapter 4: Machine/Material/Hardware Failure Maps -- 4.1 Machine/Material/Hardware Failure Related Maps -- 4.1.1 Machine/Material/Hardware Failure Related Map A -- 4.1.2 Machine/Material/Hardware Failure Related Map B -- References -- Chapter 5: Using the Cause Road Map -- 5.1 Using the Cause Road Map -- 5.1.1 Step 1 -- 5.1.2 Step 2 -- Human Error -- 5.1.3 Step 3 -- Error Drivers -- 5.1.4 Step 4 -- Flawed Organizational or Programmatic Defenses -- 5.1.5 Step 5 -- Flawed Assessment Capability -- 5.1.6 Step 6 -- Latent Management Practice Weaknesses -- 5.1.7 Step 7 -- Repeat for another observation -- 5.1.8 Step 8 -- Safety Culture -- 5.2 Displaying the Results -- 5.2.1 Human Performance Evaluation Briefing Report -- 5.2.2 Hardware/Material/Design Failure Evaluation Briefing Report -- 5.2.3 Human Performance Evaluation driven from previous Failure Evaluation. 5.3 Capturing the Details -- References -- Chapter 6: Human Performance Basics -- 6.1 Theoretical frame -- 6.1.1 Skill-Based -- 6.1.2 Rule-Based -- 6.1.3 Knowledge-Based -- 6.1.4 Slips, Mistakes, and Violations -- 6.2 Tools & -- Interventions Supporting this Theoretical Framework -- 6.2.1 Skill-Rule-Knowledge (Balance Beam) Tool -- 6.2.1.1 Corrective Actions Checklist for Skill-Based Errors -- 6.2.1.2 Corrective Actions Checklist for Rule-Based Errors -- 6.2.1.3 Corrective Actions Checklist for Knowledge-Based Errors -- 6.2.2 Substitution Test Tool -- References -- Chapter 7: Effective Interviewing -- 7.1 Planning the Interview -- 7.2 Opening the Interview -- 7.3 Conducting the Interview -- 7.3.1 Open-ended Questions -- 7.3.2 Closed-ended Questions -- 7.3.3 Follow-up Questions or Questioning to the Void -- 7.3.4 Other Tips to a Successful Interview -- 7.4 Closing the Interview -- 7.5 Recording -- References -- Chapter 8: Analysis Tools and Techniques -- 8.1 Tool Types and Use Matrix -- 8.2 Comparative Event Line -- 8.3 Failure Modes and Effects Analysis -- 8.4 Barrier Analysis -- 8.4.1 Classifying Barrier Functions -- 8.4.2 Typical Barrier Analysis Checklist Questions -- 8.4.3 Barrier Analysis Display Format -- 8.4.4 Advantages and Weaknesses of Barrier Analysis Tool -- 8.5 Change Analysis -- 8.5.1 The Five Steps in Change Analysis -- 8.5.2 A Cause Analysis Example -- 8.5.3 Advantages and Weaknesses of Change Analysis Tool -- 8.6 Task Analysis -- 8.6.1 Two Types of Task Analysis -- 8.6.2 Steps in Task Analysis -- 8.6.3 Task Analysis Example -- 8.6.4 Advantages and Weaknesses of Task Analysis Tool -- 8.7 Common Cause Analysis -- 8.7.1 Using Common Cause Analysis: Nuclear Power Station Example -- 8.7.1.1 Approach to the Seven Events -- 8.7.1.2 Suggested Common Cause Analysis Method -- 8.8 The 5 Why's/Why Staircase -- References. Chapter 9: Event Modeling and Analysis Tools -- 9.1 Causal Factor Trees -- 9.1.1 Advantages and Disadvantages of Causal Factor Tree -- 9.2 Events and Causal Factors (E& -- CF) charts -- 9.2.1 Defining Problems -- 9.2.2 Considerations -- 9.2.3 How to Develop the E& -- CF Chart -- 9.2.4 Formatting -- 9.2.5 The Dump Truck Accident E& -- CF Chart -- 9.2.6 E& -- CF Charting Advantages and Disadvantages -- References -- Chapter 10: Event Modeling and Analysis Tools -- 10.1 Investigation Tools Integration Protocol -- 10.2 Commonalities Matrix -- Chapter 11: Extent of Condition and Extent of Cause -- 11.1 Examining the Broader Implications of an Event -- 11.1.1 Three-Step Approach to Implications -- 11.2 Step 1: Define Same and Similar Conditions -- 11.2.1 Extent of Condition Assessment -- 11.2.2 Extent of Cause Assessment -- 11.3 Step 2: Determine the Potential Consequences and Risks -- 11.4 Step 3: Actions Matrix -- Chapter 12: Corrective Actions -- 12.1 Eight Basic Elements of Corrective Actions -- 12.2 Effective Corrective Action Structure Elements -- 12.3 Ten Criteria for Effective Corrective Actions -- 12.4 SMART Corrective Actions -- 12.5 Specific Corrective Actions -- 12.6 Relative Effectiveness of Types of Corrective Actions -- 12.7 Measurable Corrective Actions -- 12.8 Assigned and Accepted Corrective Actions -- 12.9 Realistic Corrective Actions -- 12.10 Timely Corrective Actions -- 12.11 Comprehensive Effectiveness Review Plan -- 12.11.1 Assigning Effectiveness Reviews -- Recommended Reading -- Chapter 13: Documentation and Reporting -- 13.1 Points to Remember when Reporting Investigation Results -- 13.2 Use of Graphics and Pictures in Reports -- 13.3 Report Specifics -- 13.3.1 Executive Summary -- 13.3.2 Problem Statement -- 13.3.3 Investigation Scope -- 13.3.4 Event Discussion -- 13.3.5 Compensatory and Immediate Actions. 13.3.6 Extent of Condition/Cause -- 13.3.7 Event Significance -- 13.3.8 Review of Operating Experience -- 13.3.9 Presenting Results -- 13.3.9.1 Before the Presentation -- 13.3.9.2 Presentation Scenarios -- 13.3.10 Use of Charts and Graphics -- 13.3.11 Commonalities Matrix -- 13.3.12 Human Performance Précis -- References -- Chapter 14: Final Thoughts -- About the Author -- Credits -- How to Get Your Free Download. Quality control Data processing. Industrial accidents Investigation. http://id.loc.gov/authorities/subjects/sh85065822 Critical incident technique. http://id.loc.gov/authorities/subjects/sh85034135 Qualité Contrôle Informatique. Travail Accidents Enquêtes. Technique de l'incident critique. BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Critical incident technique fast Industrial accidents Investigation fast Quality control Data processing fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85065822 http://id.loc.gov/authorities/subjects/sh85034135 |
| title | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_auth | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_exact_search | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_full | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_fullStr | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_full_unstemmed | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_short | SIMPLIFYING CAUSE ANALYSIS;A STRUCTURED APPROACH. |
| title_sort | simplifying cause analysis a structured approach |
| topic | Quality control Data processing. Industrial accidents Investigation. http://id.loc.gov/authorities/subjects/sh85065822 Critical incident technique. http://id.loc.gov/authorities/subjects/sh85034135 Qualité Contrôle Informatique. Travail Accidents Enquêtes. Technique de l'incident critique. BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Critical incident technique fast Industrial accidents Investigation fast Quality control Data processing fast |
| topic_facet | Quality control Data processing. Industrial accidents Investigation. Critical incident technique. Qualité Contrôle Informatique. Travail Accidents Enquêtes. Technique de l'incident critique. BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Critical incident technique Industrial accidents Investigation Quality control Data processing |
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