No matter how carefully a project is planned, something may still go wrong with it. The saying is adapted from a line in “To a Mouse,” by Robert Burns and speaks of both the complexity and strangeness of life. The components or elements of life is never fixed and can never completely be planned for. Jason Ilowite likes to say "plan for probably and not the possible"... this is a great place to start.
The two biggest questions in our world are...
- What are we solving for?
- What do we get out of solving the question?
Think about it; work, school, family, chores, fitness, health, finances and faith. You do the best you can with what you know and you leave the unknown in a place of "highly unlikely" and you move on. Robert Burns no doubt understand the strangeness of life and so it is here I want to quickly bring up a few things regarding a very small portion of our lives... rescue and rigging.
So what is "rescue"... in general it means "to save, free or deliver". And what is "rigging"?... Well in general it is to "set up, prepare and support". So our lives as rescue and rigging folks is to live our lives as to "set up, prepare and support those that need to be saved, freed and delivered". Sounds pretty heroic right? That's because you are! And to the degree our abilities align with our capacity... our success will be measured.
This week I asked RLA partner Mark Pfeifer "what is the biggest potential problem we face with rescue rigging"? His answer wasn't what I had planned on... He said "Capacity... Either not enough trained personnel or not the right training for personnel". And the more I thought about this the more profound it became and yet in my head it was obvious... "O mice, O men"
What is "capacity" anyway. Depending on the usage, both have to do with "containment" or "production". It could be said we deal with both, but for this blog... I am choosing "production". Thus Capacity is "the amount that something can produce". However, I will say that production done correctly will contain (constrain) or reduce risk factors as well and equipment has a ton to do with this.
"We Increase Individual and Team Performance"... Lance Piatt
- Equipment: What do you have?
- Knowledge of the gear
- Inventory of gear
- Knowledge: Monitoring
- How does the gear work?
- How much of the gear is actually used?
- Training: What do you need?
- Designing modular systems
If we consider our goal of "efficient and effective" production, then rescue and rigging gear or equipment is a major focal point. Steve Crandall (from his book Rescue Rigging Concepts) says "it is easy for teams to get caught up in the world of rescue equipment. There are so many new devices and modern tools on the market that it seems like teams cannot survive without the latest and greatest innovation". He goes on to say "It is thought that if the team owns a lot of gear then they must certainly be ready for anything. Sadly, this is not the case. It is the knowledge base of the individual rescue and the collective capability of the team that makes the rescue happen; not the gear... equipment is just an adjunct to the training and skill".
The "collective" of training, knowledge and gear all work to increase the production (or output). I have been in this industry for over 2 decades and I can attest to the reality of having both a "lack of" and a "surplus of" training, knowledge and gear. It is the balance of all three that achieve success and not every team or individual will have the same balance.
There are thousands of gear solutions out there. There isn't a single solution that works 100% of the time, but there is Pareto Principle that holds true. I wrote a couple of blogs a while back on effective training and purchasing... Pareto Purchasing and 4 Steps To Do More With Less. The Pareto Principle essentially says that 20% of what we use or do accounts for 80% of what is really needed. I will admit, there is the possible over indulgence of this principle, but as a great rule of thumb it works.
So double down on the 20% that gets you the 80%.
So lets talk about gear.... Part of the 20
- Does everyone have a high level of understanding and practical knowledge of that gear (hands on history that can be gauged and measured)?
- Does the gear you use actually work well and can you prove this?
- Does the gear you have in service stack up to solid scrutinizing and questioning as to the validity and value it brings to the team?
- Will the gear or equipment increase in value when used in duplistic systems and have the bandwidth to be used in a multi-tasked manner?
- Does the training and any academic learning achieve a pointed objective and is it measurable?
What is the 20%?... Lets try this, but I have to admit to something... this is brutal and nearly impossible for me (I say nearly!). It is called the 5/25
Step 1. List 25 things that need to get done within all of the Gear/Equipment, Knowledge and Training bundles. It doesn't matter what they are or what category they come from. We have built a Blue Print for our courses... download it and see if these topic help.
Step 2. Ranking in order of preference, need or importance. Keep the same scale through out. This can be an agonizing task and it will surprise you.
Step 3. Take the Top 5. This is what you work on. The question now is what happens with the 20?... avoid them at all costs and only pick more up after you have accomplished the first 5.
So capacity has at it's "core value"... production. The big questions are:
- What is that capacity measured with?
- What is the production measured against?
- What is the production really containing (risk mitigation)