How Organizations Should Approach the Issue of Human Error

Yusaku Okada (Professor, Department of Industrial and Systems Engineering)

The term "human error" does not actually have a clear definition. While specialized books may offer definitions, there is no general societal consensus. For example, consider a case where a professor asks a student to "burn this document for me" (intending for it to be copied, as the Japanese verb can mean both), but the student goes outside and literally burns the document. Can the professor's words and the student's actions be called an error? Individuals might be able to judge whether it is an error or not. However, if you ask those around you, opinions will likely be divided. The criteria for judging whether a certain act is an error vary depending on different values. To address and solve the problem of human error in reality, a crucial key is to understand the discrepancies in values between the organization and society, as well as the variations in values within the organization itself.

To prevent human error, it is necessary to gather diverse information from the workplace. However, many workplaces are struggling to collect such information. This is because the individuals involved in the human error tend to avoid reporting it, thinking things like, "It's fine, I know the cause," "I don't want my mistake to be known or to be scolded," and "Failure is embarrassing."

The effectiveness of countermeasures for human error and accident prevention will not improve unless they are implemented in conjunction with management activities that reduce the gap in values between managers and employees within the organization. For example, if you indiscriminately increase the number of check items in an attempt to enhance safety during verification processes, the burden will exceed the operational capacity, increasing the risk of different troubles arising. When considering safety measures, it is essential to do so with a view of the overall regular work and based on the idea of creating a comfortable work environment. This is because any measure, no matter how effective it is expected to be, will not function if the motivation of those implementing it is low.

Taking various measures to ensure the transparency of safety activities within the organization and to raise the understanding and awareness of all employees toward these activities will solidify the foundation of safety. Safety activities are not something that produce immediate results or changes. Furthermore, their connection to profits and other metrics is difficult to see. Nevertheless, steadily continuing such activities leads to fostering a safety culture within the organization and building an organization that is robust against trouble. I believe it is important to aim for an organization where employees can naturally take pride in being safe, by not viewing safety management activities merely as accident prevention but by linking them to various other internal activities.

Currently, I am participating in the safety management activities of several companies, particularly in human error management. Through these activities, I hope to contribute, even in a small way, to the safety and security of society.