For 20 years, Columbus Ohio based Human Performance Engineering LLC (HPE) has partnered with executives to achieve their business process and human performance
HPE applies a number of performance improvement methodologies based on systems theory and behavioral science. No matter what sort of service you retain us for, you will find our process to be systematic, measurable, and evidence-based.
Our clients range from small architectural firms, to Fortune 500 retailers, to large automobile manufacturers. We are able to service such a wide variety of clients because we know the important design elements of good business processes, human performance support systems, and how to encourage your improvement team work collaboratively across functions and locations.
We are available to support your performance improvement project anywhere in North America. We will provide the kind of support you want, and dedicate ourselves fully until your goals are realized. And we will leave your staff with new skills and passion for their work.
HPE applies a wide variety of performance improvement methods:
Which of these methods do we think are the best? The ones most relevant to your situation. The field of performance improvement is too large to be contained by one model. We are selective of the techniques within each model, focusing on utilizing the best ideas offered by each.
Remember: don't buy a method, buy a result.
And in the spirit of continuous improvement we recommend for our clients, HPE is constantly on the lookout for new ideas and new techniques in the field of performance improvement.
Kotter's 8 Step Change Model
Lean Process Improvement
Rummler-Brache Process Improvement
Theory of Constraints
Human Performance Technology
Aubrey Daniels Performance Management
Root Cause Analysis
Kepner-Trego Analytic Troubleshooting
Expert On-The-Job Training
Techniques developed by HPE
Scott M. Ford Bio
Scott Ford is the President of HPE. He began his career as a CPA, but soon realized accounting was a field where all the interesting business decisions had already been made! So he became an industrial and organizational psychologist, a way to blend his talents with both data and people.
The first author to greatly influence him in graduate school was Tom Gilbert, one of the founders of the discipline of Human Performance Technology. Scott was inspired by the following quote:
"Gradually I discovered I did not have the temperament for science, because I was increasingly impressed by how much we know about human performance that we have never applied very well. I saw myself, unlike Newton, as a tiny spot of ignorance surrounded by a vast sea of intelligence. This is the proper attitude for an engineer."
- Tom Gilbert, in his book Human Competence.
The word "Engineering" in our company name stems from this insight. Engineers prefer results over ideas that look good on paper, but remain unapplied.
In the next phase of his career, Scott recognized that business processes and their improvement was central to value creation, because of their focus on the customer. Jobs are derived from the needs of the business processes, not the other way around. Human performance, while critical to organization performance, can be misspent if the business process is flawed. Or as Geary Rummler put it: "If you put a good person against a bad system, the system wins every time.” So Scott mastered and added process improvement methods, like six sigma, lean, and the theory of constraints, to his skill repertoire.
Now in the third phase of his career, Scott is working to increase the involvement of client staff in the performance improvement projects he leads or supports. With the right guidance and incentive, these subject matter experts possess an untapped wealth of ideas that can be channeled to organizational goals. These are the people that must maintain the new way of doing things once the consultants are gone, and their engagement is essential for long term success.
Scott enjoys tackling the most complicated of business problems. How do we reduce lead times and costs across a complicated business process that spans 7 departments? How can we meet increased customer demand with our existing resources? These are multi-faceted, multi-disciplined questions that require full immersion to solve.
On a personal note, the President has an eclectic (dare we say eccentric?) list of personal activities he enjoys. These include long distance hikes, canoeing, architecture, legos (yes, legos), mechanical puzzles, singing in an acappella group, piano, mindfulness, philosophy, public speaking, and mentoring.
Mobile Phone: 614-792-7683
David Veech Bio
David Veech thinks that work should be fun, exciting, challenging, and interesting, and knows that it is leaders who can make or break this kind of workplace.
He is the founder and president of Leadersights, Inc. He offers consulting services to underserved communities, focusing on education, healthcare, and relief agencies. He has been helping people improve their operations for over 18 years through teaching, coaching, and consulting.
He is the author of “Leadersights: Creating great leaders who create great workplaces” (2017, CRC/Productivity Press), and “The C4 Process: Four Vital Steps to Better Work” (2011, Business Innovation Press, an imprint of Integrated Media Corp.) (www.thec4process.com)
David has a Bachelor of Arts degree in International Relations from Western Kentucky University, and a Master of Science degree in Industrial Management from Clemson University. He has completed significant doctoral work in General and Educational Psychology at the University of Kentucky and Capella University.
David S Veech
Mobile Phone: 502-517-1845
He serves on the faculty of the Fisher College of Business at the Ohio State University as a Senior Lecturer, teaching in the Master of Business Operational Excellence Program and designing and delivering executive education programs. David joined the Ohio State University in 2013 after serving as Executive Director of the Institute for Lean Systems (ILS) for seven years, coaching and consulting with clients in a wide range of industries. He retains a strategic partnership with ILS and is a senior consultant with Honsha.
He focuses on people in organizations and how lean, leadership, and learning systems contribute to overall employee satisfaction and well-being. He delivers keynotes and seminars on topics related to leadership, problem solving, suggestion systems, employee involvement, team building, and creating satisfying workplaces.
David was on the faculty in the College of Engineering at the University of Kentucky from 2001 to 2006, where he served as lecturer and manager of the University’s Lean Certification Programs. He joined the University of Kentucky after retiring from a 20-year career in the US Army in 2001. His military career allowed him to serve in infantry units in the United States and Germany and in the acquisition and procurement of critical defense weapons systems. He ended his career teaching lean systems in production, quality, and manufacturing at the Defense Acquisition University.