Post on 07-Aug-2015
Purpose
Health and safety has the power to start a chain reaction
throughout an organization driving performance to
achieve high reliability, high quality, increased tool time
and ability to work in high risk environments with high
efficiency. Health and safety provides a structure to
create a habit of excellence in all business functions.
IMAGINE the capability to drive culture to achieve safety excellence with a process that:1. Is simple – focuses on what matters most
2. Reconnects safety to operations
3. Produces action oriented performance measures that drive vital behaviors.
100% vigilance by 100% of the workforce 100% of the time always asking ‘what if’…”
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ObjectivesMindfulness
When an incident occurs the organization will learn from it and fix it such that the same conditions never come together again to cause a similar incident.”
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ObjectivesOrganizational Learning
What distinguishes reliability enhancing organizations is not their absolute error of accident rate, but their effective management of innately risky technologies…”
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ObjectivesSensitivity to Operations
Element Measurement Theory Intervention
Surface Beliefs Focus is on attitudes, feelings, thinking and believing (perception surveys, interviews)
If people have a bad safety attitude they will behave in an unsafe manner
Change people’s thoughts attitudes etc. Requires specialized expertise. Expensive and not sustainable
What you say
What you doFocus is on how well the safety process is executed at the behavioral level
People behave because of the way that their environment and the system dictates they behave
Change the environment, program design and adopt performance metrics that drive behavior. Reconnects safety and operations. Inexpensive and sustainable.
CultureCulture is the collection of self-sustaining patterns of:• feeling, • thinking, and • believing, the patterns that dictate the way we do things around here.
Management System
(Functional Attributes)
CulturalAttributes
EffectiveOutcomes
(Measures)
Alig
nmen
t
Culture Eats Strategy for Breakfast
• People don’t behave as they believe.
• People behave as they believe their bosses, the level of fear, the performance metrics, the compensation structure and the recognition and reward system want them to behave.
• People’s thoughts, beliefs and ultimately their behaviors are a product of the organizations systems and environment that drives culture
Behavior
Evaluate the effectiveness of safety performance not by measuring WHAT you do
but rather, HOW well you do it.
Focus on a few VITAL behaviors that well executed yields big RESULTS.
What we do
< Alignment >
Investigations Process
Critical SystemsHigh Consequence Job Tasks/Factors
ObjectivesMetrics
Recruitment & Onboarding
Project Management
Management of Change
Contractor Management
H2S
Confined Space
Angle Grinder Use
Secondary Controls
Safety Stand Downs
Field Level Hazard Assessments
Safe Work Observations
Inspections
Meetings
Audits
High Consequence Hazards
(IMPLICIT VALUE)
Cyclical Improvement
Control Failure Analysis
System Failure Analysis
Root Cause Analysis
Corrective Actions
Senior Leadership
Safety Sensitive Reinforcement
Evaluates System Integrity & Conformance (How rather than What)
Terms of Reference
• Irrefutable – common person standard of reasonably practical• Creates alignment• Basis of measurement
MeasurementCritical Factors• Provides an operational definition that allows for a
common understanding and agreement of what is being measured and how it is being measured.
• Achieve sustainable safety performance (what gets measured gets managed)
• Measures process execution• Outcomes are a by-product of how well process is
executed• Drives cultural attributes to achieve program objectives
(worker and organizational behaviors).• Informs the organization• Maintains attention• Focuses on what’s important• Reconnects operations and safety
Culture – Three Critical Behaviors
Worker and Organizational Behaviors
Cause and Effect
Reduction in Outcome Measures
Utilizes the Pareto Principle
< Alignment >
Investigations Process
ObjectivesMetrics
Secondary Controls
High Consequence Hazards
(IMPLICIT VALUE)
Reinforcement
Cyclical Improvement
Corrective Actions
Senior Leadership
Safety Sensitive
• Top leadership truly invested• Safety /Production balance• Engagement with front line staff• Measures what matters most• High level of execution and
accountability
• Incidents seen as an opportunity for learning• Commitment to continuous improvement (resilience)• Open discussion of errors
Fix
InvestigateFind
• Encouraged to report without blame (see more)
• Mindfulness to failure• Ability to constantly
confront the unexpected • High quality and reliability
• Sensitivity to operations• Operate with remarkable
consistency & effectiveness• Competency to work in high risk
with high efficiency• Defers to front line experts
• Measures effective process• Drives right behaviours• Aligns organization
Control Failure Analysis
System Failure Analysis
Root Cause Analysis
Critical SystemsHigh Consequence Job Tasks/Factors
© Intactix Systems Inc 2014
A few vital behaviors well executed, will yield big results(High Reliability Organization Characteristics)