Eliminating Human Error
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Find Out How Quality Management System Solutions All Solutions Audit Management Batch Records Bill of Materials (BOM) Change Control Corrective Action (CAPA) can technology eliminate human error Customer Complaints Deviations Management Document Control Food Safety Nonconformance Out of reduce human error Specification Quality & Compliance Consulting Quality Management Risk Management Supplier Management Training Management Pricing Pricing Options prevent human error QMS for Every Business Size Calculating ROI IT Resource Considerations Medical Device Solutions Design Control Device History Records Medical Device Reporting (eMDR) Pharmaceutical Solutions Clinical Management Trial Master a technical examination which eliminates human errors hcl File (eTMF) Regulatory Management Submissions Management COMPLIANCE Stay On Top of Ever-Changing Regulations and Quality Standards Find Out How FDA 21 CFR 21 CFR Part 11 21 CFR Part 111 21 CFR Part 1270-1271 21 CFR Part 210-211 21 CFR Part 606 21 CFR Part 820 ISO ISO 9000 ISO 9001 ISO 13485 ISO 14000 ISO
How To Reduce Human Error In The Workplace
14971 ISO 15189 ISO 17025 Other Regulations & Standards TS 16949 CLIA Canadian Standards EU Annex 11 Need Help With Compliance Quality & Compliance Consulting RESOURCES Get Best Practices, Industry Insights, Solution Demos and More Find Out How Resource Center White Papers Case Studies Testimonials Blog - GxP Lifeline ABOUT US The #1 Enterprise Quality Management Software (EQMS) since 1993 See What We Do Company Info Who are we? Contact Us Careers News & Events Our Team Executive Team Partners For Pharmaceuticals and Biotechnology Reducing Human Error on the Manufacturing FloorBy Ginette M. Collazo, PhD. Jun 15, 2010 | Free Downloads | | As technology advances, human error in manufacturing becomes more and more visible every day. Human error is responsible for more than 80 percent of process deviations in the pharmaceutical and related manufacturing environments. Sadly, little is known about the nature of these events mainly because quality event investigations end where human error investigations should begin. Human error is about explaining human b
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Human Error Reduction Tools
export. Help Direct export Save to Mendeley Save to RefWorks Export human error reduction ppt file Format RIS (for EndNote, ReferenceManager, ProCite) BibTeX Text Content Citation Only Citation and Abstract Export Advanced a technical examination which eliminates possible human errors search Close This document does not have an outline. JavaScript is disabled on your browser. Please enable JavaScript to use all the features on this page. Process http://www.mastercontrol.com/newsletter/pharmaceutical/reducing_human_error_manufacturing_floor_0310.html Safety and Environmental Protection Volume 84, Issue 3, May 2006, Pages 171-173 Human Factors and Management
Can Technology Eliminate Human Error? Author links open the overlay panel. Numbers correspond to the affiliation list which can be exposed by using the show more link. Opens overlay A.G. Foord, Opens overlay W.G. Gulland ⁎, bill.gulland@4-sightconsulting.co.uk 4-sight Consulting, http://www.sciencedirect.com/science/article/pii/S0957582006713234 Harpenden, UK Received 31 August 2005, Accepted 1 February 2006, Available online 14 February 2008 Show more Choose an option to locate/access this article: Check if you have access through your login credentials or your institution. Check access Purchase Sign in using your ScienceDirect credentials Username: Password: Remember me Not Registered? Forgotten username or password? OpenAthens login Login via your institution Other institution login doi:10.1205/psep.05208 Get rights and content This paper argues that it would not be possible to design technological systems to eliminate all human errors during operation because people are involved in: specifying, designing, implementing, installing, commissioning and maintaining systems as well as operating them. The paper illustrates this with examples of incidents caused by human error and concludes that, even if systems can operate without human intervention, there is still the possibility of human error at other phases of the lifecycle. Thus to improve process safety it will be necessary to focus on behaviour and methods of working during all phaseCulture PPE TrainingTransportation Safety Psychology Government RegulationsElectrical SafetyConstructioneBooksOil & GaseBooksColumnsEditorial Comments Systems Thinking Best Practices Positive Cultures Training Strategies Closing Time Top OSHA Violations Cal's Column FR Protection Thought LeadershipISHN's Time MachineWeb ExclusivesConventionsConvention CompanionSafety http://www.ishn.com/articles/100169-eliminating-human-error 2016ASSE 2015 VideosASSE 2016 VideosAwardsReader's Choice Award WinnersASSE Attendee Choice AwardsMultimediaCombustible Dust Safety QuizInteractive SpotlightsMobile AppVideosEveryday Heroes VideosPhoto Galleries Infographics WebinarsISHN YouTube VideosOil & Gas eBooksConfined Spaces eBooksHand Protection eBooksMoreEvents eNewslettersSneak Peeks ASSE Store Showrooms Vendor News Product Case Studies/White Papers Product Innovations ContactAdvertise Home » Eliminating human error ColumnsSystems Thinking Eliminating human error “It’s time… we admit human error we’ve been managing safety wrong.” December 2, 2014 James E. Leemann Ph.D. KEYWORDS behavior based safety / human error / safety professionals / safety theory Reprints No Comments Last month I wrote about the successful experience that GE is having with their Human and Organizational Performance (HOP) approach to safety. During my conversation with Kurt Krueger, GE’s health and reduce human error safety programs leader and who serves as the leader of GE’s HOP initiative, for that column, I asked him how GE became interested in the HOP approach.
Kurt noted the focus on human performance initiatives gained attention after the March 28, 1979, partial meltdown of the Three-Mile Island Nuclear Reactor in Dauphin County, Pa. Coincidentally, Thomas Gilbert, known as the father of human performance technology, published Human Competence: Engineering Worthy Performance in 1978, in which he describes the Behavior Engineering Model (BEM) for worthy performance analysis.1 The following is a visual representation of Gilbert’s BEM from a Crossman, Crossman, and Lovely article.2 Crossman, et al. describe Gilbert’s theory that “the root cause of most performance problems lies not with faulty worker behavior, but rather in the defective context of the workplace (e.g., Information, Resources, Incentives).” (Gilbert, 1978) Kurt listed several of the seminal contemporary authors in the human performance arena, namely Dr. Todd Conklin, Dr. Sidney Dekker3, Dr. Karl Weick and Dr. Kathleen Sutcliffe4. My focus here is on Dr. Todd Conklin’s workbe down. Please try the request again. Your cache administrator is webmaster. Generated Sun, 09 Oct 2016 23:22:51 GMT by s_ac15 (squid/3.5.20)