The Cost Relationship Between Performance Engineering And Human Behavior (3d1ba243-8fca-4851-9c33-561553d8028e)

A paradigm shift As market economists, mine managers are interested in "staying in business" and even "prospering." Bottom-line results are the "order of the day." Concern for bottom-line results can invoke questions such as how much was produced, at what cost, and was anyone injured? While these questions will always carry everyday emphasis at the mine, they are fundamentally lacking in that they often appear, especially to lower levels of management and to the production worker, as pre-eminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured and formed new coalitions. Investments in new technology and a concentration on productivity have been an essential part of these changes, contributing to improvements in both safety and efficiency. A reason for (and, perhaps a result of) these improvements has been the development of a highly experienced and flexible work force. This situation presents an interesting opportunity to modify a few paradigms about work life in general, and perhaps a few paradigms about how we invest in the miner, in particular. Studying these issues now night offer some interesting opportunities for the Future, as the foundations for the next generation of mine workers are laid. With the average "experienced" U.S. miner five to fifteen years from retirement, perhaps a key determinant of future success in the world market might be how well we make the transition from today's work force to the work force of tomorrow. We can ill afford to wait a few more years to tap into the special knowledge residing within a veteran mining work Force. The Work Crew Performance Model (WCPM) is one approach to defining, capturing and transferring this expertise. The WCPM suggests a paradigm shift, moving from a focus on products (quantity) to a focus on the process (quality). It also involves a slight change in the process -- a different way to think and work. Of great importance, it entails a belief and a commitment to people within the organization; a commitment to collect simple (but interesting) data; exploration for insightful ways to plot and integrate that data; and finally the search for creative methods to reinvest that knowledge back into the organization, that is, back into the work force. As a way of thinking, the WCPM subordinates information about how much is produced daily or how many were injured over a year's time to concern and detail for how the individual's and the work crew's performance contribute toward meeting organizational goals. Drawing upon the expertise within members of that work crew to address and solve operational problems is one approach for meeting organizational goals. This everyday focus on how we work is hypothesized by the WCPM to make the difference between a good section supervisor and the average one; an exemplar continuous-miner operator and the run-of-the-mill one; a mining crew that produces consistently high quantities, but, inadvertently, degrades the production of other units. The WCPM permits objective and reliable performance data to be collected. This data then can be used to define variability within tasks of work crew members; to relate observed variability to a cost consequence; and to more meaningfully analyze performance through the integration of traditional analytical tools, such as the production simulator, CONSIM, with a recommended behavioral approach, the WCPM. Basis for engineering test Most equipment selections and purchases involve a field trial test of the system. Technology is routinely bench tested at the manufacturer's facility, government agencies and the mine site. The WCPM suggests a similar, but more practical, method for testing the performance of a work system -a test for how technology is used (by people) at the work site. It implies learning from veteran mining personnel that have gone well "beyond the book." This approach to learning and to integrating training with everyday work life can help answer questions such as: What constitutes desirable perfor¬mance as, for examples, a shuttle-car operator, a miner operator or a bulldozer operator; what characterizes exem¬plary performance within the context of the work system, the technology and the work crew; how can investments in the worker he linked to measurable results within the organiza¬tion? This paper explores these questions and makes recom¬mendations for enhancing the cost-linkages between invest¬ments in people and the mine's monthly cost sheets.