The Cost Relationship Between Performance Engineering and Human Behavior
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The Cost Relationship Between Performance Engineering and Human Behavior

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    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 invokes 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 preeminent concerns. Driven by market economics, many organizations have decentralized, outsourced, downsized, restructured, and formed new coalitions. Investments in new technology and concentration on productivity have been part and parcel with 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. These changes in mining present 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 might 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 WCPM work Crew Performance Model, see pp. ) is one approach to defining, capturing, and transferring this expertise.
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