1.
A holistic approach to Safety and Asset Integrity Excellence
Identification • Mitigation • Value-Creation
Kienbaum Management Consultants July 2016

2.
Conventional wisdom sees process safety and machine integrity and maintenance as two separate areas of operating practice. Viewing
them as elements of the same system is an innovative approach that not only manages composite risk but also adds significant
operating value. These components are both being addressed separately already by many companies without success. To change that,
an unconventional approach is required: data and prescriptive analytics, applied specifically to safety and maintenance.
Humans and equipment both exhibit variation, but safety and equipment
incidents are viewed separately – should they be?
Example: Three Mile Island
» Three Mile Island was a nuclear meltdown in Pennsylvania in
1979
» No single action or inaction was identified as the cause
» Rather, a complex and interlinked series of mechanical
failures, human judgments, engineering designs,
operational implementations and team interfaces
occurred
» An initial equipment failure was proceeded with errors
made by the human operators
» The operators become overloaded with incoming data
and were unable to process and react to all of it
» The incident was the result of a combination of errors
in equipment, humans, and data
» This incident, and many others, can be avoided by viewing
risk in a composite manner
2

3.
80% - 90% of all incidents are caused by human error, but the traditional focus of
process safety efforts is 80% on technical prevention
Three Mile Island: Risk from People & Machines
» Humans will be a significant risk contributor to any risk profile
» The case of Three Mile Island exemplifies this: no intentional mistake occurred
» Nonetheless, mistakes occurred and that risk will always be present
» Equipment malfunctions & breakdowns can’t be avoided, but can be planned for
» Every piece of equipment deteriorates and only by planning for that
deterioration can you limit your risk exposure
» Approaching these risks as though they create different categorical incidents
limits effectiveness of mitigation strategies – Strategies that account for both
risk types will be the most successful.
Humans need to interact with machines that might malfunction or breakdown, but risks can be mitigated and diminished
This incident, like many others, could have been avoided with a composite risk
approach and strategy
» If you have good data with KPIs, you can describe what is happening, then predict
what will happen, and prescribe actions
» Proper training, safety and asset management, and behavior based safety will enable
people to know how to act when assets don’t perform
» A risk conscious culture & workplace designed to help mitigate risks & create value
3

4.
Risk comes from multiple points and should be proactively managed as major
incidents rarely result from a single cause or failure
Kienbaum Process Risk Control System
Rather, multiple failures coincide and collectively result in an exceptional event with severe consequences.
4

5.
5
All safety and asset integrity excellence elements must be aligned and working
together to ensure risk mitigation and value creation
Key elements to holistic Safety and Asset Integrity Excellence
Source: Kienbaum
OperativeStrategic
PeopleOrganization
ChangeManagement
Workplace Design Management System
Data & Analytics
Safety and Asset
Management
Compliance
Behavior based safety
& asset integrity training
KPIs &
Management Cockpit
Risk
Culture
Strategy

6.
6
Data &
Analytics
Foster a culture of risk mitigation and compliance that is central to all of the
organization’s ability to support a comprehensive risk based controls framework
Kienbaum Model: Safety and Asset Integrity Excellence
1. Enable employees to perform with a clearly defined, depicted, and communicated vision of safety and asset
integrity excellence. Implement a strategy of robust risk avoidance, adding value by mitigating composite
risk in a data-driven, continuously improving, compliant and holistic way
2. Facilitate an organizational culture of value creation, pushing for proactive moves to mitigate any risks rather
than waiting to react after a preventable incident. Empower employees to feel part of the movement as they
continuously grow and learn to mitigate risk, generating holistic value
3. Develop an effective KPI system that effectively triggers root-cause analyses, mitigates risks, develops
remedial actions and follows through on effectiveness through (planning / reporting / meeting / evaluation
structure) based on the established KPI system, to achieve sustainability for the systems and activities
implemented
4. Establish real time information composite risk dashboards that allow for fast decision making to assist with
mitigating risks and adding value. This allows further investigation of root-cause analyses of incidents and
non-incidents to begin proactive elimination of risk and further understanding of non-incidents, creating
additional value
5. Monitor and predict incident risks with data and analytics to close gaps between current performance and
sustainable excellence. Remove risks with predictive analytics before gaps materialize, while prescribing
resolutions and adding enormous value
Strategy
KPIs and
Management Cockpit
Risk
Culture
Management
System

7.
7
Safety and Asset
Management
Foster a culture of risk mitigation and compliance that is central to all of the
organization’s ability to support a comprehensive risk based controls framework
Kienbaum Model: Safety and Asset Integrity Excellence
Behavior based safety
& asset integrity training
Change
Management
6. Utilize already available data and predict potential future incidents while satisfying shareholder and delivery
objectives through efficient asset management and safety interventions
7. Eliminate risk for human, machine, and the human-machine interaction. Create value by designing an
efficient and ergonomic workplace, and make it impossible for accidents to occur. Employee engagement
and interaction is increased with proper workplace design, contributing to a cultural payoff while working in a
safer environment
8. Design and implement meaningful and effective employee training and empowerment through a well
supported and managed BBS system and asset training program. Help employees engage in safe
behaviors, providing opportunities for risk avoidance and improvement in safety for the organization
9. Enforce a comprehensive compliance approach that enables the organization to evaluate all pertinent risks
and monitor mitigation while enforcing best and safe industry practices to prevent disruption of operations
and eliminate potential risks
10.Accompany the change management, a key element of most effective risk mitigation systems, that assists
with a creative a proactive culture in the organization (e.g. through highly effective workshop formats and
long term auditing of the management system). Establish an effective communication strategy to
accompany the change process on all levels
Workplace
Design
Compliance

8.
Strategy
A strategic and systematic composite risk strategy is necessary
to achieve world class Safety and Asset Integrity Excellence
Strategy: Composite risk avoidance and value creation
» Assess composite risks as part of the strategic planning process
» Understand components of risk, how to measure it and develop next steps based on data
» Human, technical, and environmental issues must be placed in the center of Safety and Asset Integrity Excellence initiatives
» When incidents are viewed in the same category, new and comprehensive ways can be developed to approach and mitigate them
» Employees perform safely when leaders actively & consistently demonstrate that safety is important through their decisions and actions
» Assets perform efficiently when they are proactively managed for risk and prescribed actions for incident avoidance
» Identify and mitigate composite risk, close gaps, while adding enormous value to the organization
Key points of a composite risk avoidance
WorkplacePeople
Equipment
Equipment + People
Workplace + Equipment + People
8

9.
Create a company culture where the focus is on “Value Creation”
instead of value protection
FOCUS on what goes wrong
» Reduced number of adverse events
» Find underlying causes &
malfunctions
» Eliminate causes & improve barriers
» Learning uses only small fraction of
the data
» (10-4 = 1 incident per 10,000
events)
FOCUS on what goes right
» Ability to succeed under varying
conditions
» Understand why normal
performance succeeds
» Use that to perform better and safer
» Learning uses most of the data
» (10-4 = 9.999 non-failures per
10,000 events)
Reactive response to incidents vs a proactive response to non-incidents
VALUE PROTECTION VALUE CREATION
FAILURE SUCCESS
REACTIVE PROACTIVE
Risk Culture
Create a culture of continuous learning, where all feel responsible for value creation and risk mitigation.
9

10.
An efficient management system is one of the foundations for the
successful steering of sustainable business processes
Elements and interactions within a management system and the DADA-loop
A well working management system with coordinated elements (KPIs, meetings, reports) stimulates root-cause analyses, following
through on decisions, tracking their effectiveness and further development, which adds value while mitigating risk.
DADA: Data, Analysis, Decision, Action; KPI: Key Performance Indicator; CIP: Continuous Improvement Process; BPST: Basic Problem Solving Tools
Seite 1 von 1
Datum: 23.07.2009Besprechungsrichtlinie
Tgl. Abteilungsbesprechung PROD HUS (vorläufig)
Häufigkeit: täglich Mo-Fr 08:45-09:00
Ort: HUS, Büro Herr Roth
Dauer: 15 min
Verantwortlichkeit: J. Roth
TEILNEHMER: J. Roth, Frühschicht-Meister M, Frühschicht-
Meister E, O. Carstens (Vertr.), AV?
Grundregeln:
1. Pünktlichkeit
2. Jeder ist für Ausführung seiner Aktionen verantwortlich
3. Offene & ehrliche Kommunikation
4. Ausreden lassen / nicht ins Wort fallen
5. Inhalts-Diskussionen in Detailbesprechung
6. Keine Nebengespräche / Handys aus oder stumm
7. Alle kommen vorbereitet
AGENDA:
1. Durchsicht letzte Aktionsliste/Schichtber. JR 03‘
2. Betriebsergebnisse/ Störungen vom Vortag
 Arbeitssicherheit/ 5S Mstr 01‘
 Montage – Mechanik Mstr M 02‘
 Montage – Elektrik Mstr E 02‘
 Sonstiges JR 02‘
3. Abweich./ Probleme -> Maßnahmen alle/JR 02‘
4. Neue Tagesplanung (Prod./Verlad.) JR 02‘
5. Abstimmung der neuen Aktionen JR 01‘
ZIELE:
1. Ursachen von Störungen bzw. Planabweichungen
identifizieren
2. Kurzfrist-Maßnahmen zur Leistungssteigerung generieren
3. Korrektur des Tageplanes und der Tagesziele
-> Optimale PROD-Planung & beste PROD-Leistung
INPUTS:
1. Schichtbericht/Aktionsliste
2. KIS-Formblätter
3. Tgl./wtl. PROD-Bericht
4. Verlade-Plan
5. Produktions-Wo-Plan
(Hallenbelegungsplan)
OUTPUTS:
1. Abgestimmter
Tages-Plan
(Fertigungsübersicht)
2. Aktualisierte
Aktionsliste/Schichtbericht
Budget
Forecast
Corporate Targets
Corporate
Strategy
Prev. Maint.
Planning
Inventory
Planning
Project Planning
Production
Planning
Maint. Rev.
Meeting
Production
Meeting
TPM Meeting
MT Meeting
Profit & Loss
Report
Project Status
Report
BU/MT KPI
Report
PSE Dashboard
Analysis
Data
Action
DecisionCIP
Forecast
Plan
Control
ReportKPIs
ManagementManagementMenschenMenschen
MethodikMethodikMaterialMaterial
Ursachenanalyse
Fischgräten-Diagramm
Verkleidung23. Juli 2009
Bereich
Teilnahm:
Datum:
Problem:
Starke
Verzögerung
beim
KranträgerUngünstige
Arbeits-
bedingungen
Ungünstige
Arbeits-
bedingungen
Arbeitshöhe des
Trägers erschwert
Arbeiten
Arbeitshöhe des
Trägers erschwert
Arbeiten
Die Höhe der
Böcke ist zu
niedrig/hoch
Die Höhe der
Böcke ist zu
niedrig/hoch
Böcke, welche
unter Last
höhenverstellbar
sind anschaffen
Böcke, welche
unter Last
höhenverstellbar
sind anschaffen
Späte Material-
Lieferungen
Späte Material-
Lieferungen
Fehlende
Stahlbauteile
Fehlende
Stahlbauteile
Falsche
Buchungen
Falsche
Buchungen
Bestellungen zu
spät
Bestellungen zu
spät
Fehlende
Buchungen
Fehlende
Buchungen
Nicht genügend
Lieferanten
Nicht genügend
Lieferanten
Fehlendes
Personal im
Magazin
Fehlendes
Personal im
Magazin
Hoher
Personalbedarf
für Operation
Hoher
Personalbedarf
für Operation
Inventur im
Magazin
(eingeforeren)
Inventur im
Magazin
(eingeforeren)
Fehlende
Information über
Inventurzeitpunkt
Fehlende
Information über
Inventurzeitpunkt
Fehlende
Hilfsvorrichtung
Fehlende
Hilfsvorrichtung
Prozess-Änderung
(Bauteil nicht
vormontiert)
Prozess-Änderung
(Bauteil nicht
vormontiert)
Weitere
Lieferanten
aufbauen
Weitere
Lieferanten
aufbauen
Bedarfsplanung
verbessern
Bedarfsplanung
verbessern
Information von
Magazin bzgl.
Inventur erhalten
Information von
Magazin bzgl.
Inventur erhalten
Klare Regelung
für Entnahme
während Inventur
Klare Regelung
für Entnahme
während Inventur
Hilfsvorrichtung
konstruieren und
kaufen
Hilfsvorrichtung
konstruieren und
kaufen
Kranträger
wieder bei
Lieferant
montieren lassen
Kranträger
wieder bei
Lieferant
montieren lassen
Getrennte
Zulieferung der
Teile
Getrennte
Zulieferung der
Teile
Löcher sind falsch
Löcher sind falsch
Zeichnungen
fehlen
Zeichnungen
fehlen
Wurden nicht
erstellt
Wurden nicht
erstellt
Waren nie
notwendig
Waren nie
notwendig
Intensivere WE-
Prüfung durch QS
Intensivere WE-
Prüfung durch QS
Maße an
Lieferanten
verteilen
Maße an
Lieferanten
verteilen
Maße in
Arbeitsanw
eisung
Maße in
Arbeitsanw
eisung
Meetings
Action Logs
BPST
Cockpits
Management
System
10

11.
Fully automated KPI information cockpits speed up your decision
making processes through real time visualization of KPI performance
Risk Dashboard KPIs &
Management Cockpit
Dashboard Examples
View performance in real
time and ensure timely
reaction to incidents
Use data to further investigate
root causes of incidents and non-
incidents to begin proactive
elimination of risk and further
understanding of non-incidents,
creating additional value
11

12.
Data needs to be collected from all sources and aggregated
before it can be used for any analytics
Data collection sources, methods, and outputs
» Every possible data source should be used to measure as much as possible
» Lack of GOOD, usable data is the biggest barrier to using analytics to mitigate
incidents
• If possible, a data champion or data champions should be encouraged
• These are individuals who encourage their teams and companies to address
poor data at the source to find the root causes of problems and eliminate them
• Addressing poor data proactively is the only way to eliminate it
Existing Data Processes
» Companies already gather data from
different sources; some even use this
data
» Where companies fall short is
combining this data into one data set
that further information can be
gathered from; rather, they use each
data set independently
Future Data Processes
» If companies already gather data, what
is the meaning of good, usable data
• The combination of multiple data
sources into a single data set
» By combining this data from different
sources into a single data set, advanced
algorithms are used to glean new
insights, leading to innovative outcomes
?
Data & Analytics
12

13.
13
Kienbaum helps companies progress through the five levels or
stages of using data and analytics to achieve big data excellence
Five levels of data analytics
Level 1: Basic analytics
» Standard RCA and application of PDCA
» Firefighting to deal with problems
Level 2: Descriptive analytics
» Applying structural lean six sigma on single source data
» Descriptive statistics and regression analyses to understand past trends
Level 3: Predictive analytics
Level 4: Prescriptive analytics
» Start modeling future outcomes with past data
» R-analyses on multiple sources
» Converting trends into future scenarios to make decisions
» Complex algorithms using multiple sources of data to convert into action
Level 5: Big data excellence
Action to take
Looking Ahead
Looking Back
Data & Analytics

14.
14
Data is the start of a closed feedback loop, the DADA cycle, that
results in a proactive system and triggers discussions
Continuous performance improvement through analytics
Data modelling Data
Analysis
Decision
Action
» As change experts, Kienbaum enables organizations to
improve performance and mitigate risk by aiding in
transformation to create an environment for growth and
improvement
» We proactively improve performance by continuously
feeding the DADA circle with the data modelling output,
focusing on improvement actions
» By combining behavioral change with the prescriptive
analytics, we enable organizations to grow from a level 1
state to a level 5 state
» By working with those involved in the processes, we go
beyond prescribing actions to develop a strategy to ensure
that the actions are followed and become anchored in the
organization
» This includes creating a feedback loop with those
carrying out the actions to continuously improve the
action plan
Remarks DADA Cycle
Data & Analytics

15.
Once data is gathered, a model is created that is updated in real time
and gives real time output on risk levels while creating value
Risk Mitigation Process
The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies to reduce
the likelihood of an incident
Data & Analytics
The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies
to reduce the likelihood of an incident.
Data
Descriptive
Analytics
Monitoring
Predictive
Analytics
What happened
What is
happening
What will
happen
Incident Monitoring
Model
Incident Mitigation
Strategy
Prescriptive
Analytics
15

16.
» The plan is rolled out to employees who are engaged at each step in the process
» Their safety is the primary driver and their input therefore is invaluable
» Now that we know Thomas is at risk and we have a plan to prevent an accident, we ensure
Thomas sticks to the plan and gives us feedback on how to improve the plan
PlanExecution
Once safety risks are identified and actions are prescribed,
strategies for risk mitigation plans need to be created and executed
Data and analytics in safety
» Fatigue is addressed and managed via prescriptive analytics
» Risk factors are identified prior to accidents and can be actively mitigated in real timePlanPlan
» Using analytics, Kienbaum will create a forward-looking model that goes beyond analyzing accidents to predict risk and incidents
» By using data already being collected, we create a model that accounts for dozens of factors contributing to fatigue such as workload
» An example from the S&L industry:
» Thomas has been with the company for 22 years working in the northeast region
» It is a cold Monday afternoon in Vermont in mid January
» Thomas has already been working for 6 hours and lifted dozens of boxes, including a larger than normal workload that morning
from the weekend rush
» Given his tenure, workload for the past month, the day, and the last hour, as well as the time/date/location, and dozens of other
factors, Thomas 46% more likely than normal to be injured in the next 30 minutes
» Given this information, a pre-defined plan to mitigate this risk and prevent the potential injury to Thomas is employed in
real time
Safety and Asset
Management
16

17.
Enable the organization to meet its shareholder and service delivery
objectives efficiently and effectively through Asset Management
Data and analytics in assets
Safety and Asset
Management
Remarks
» Regular maintenance
actions
» Example: Replace
gasket every odd-
numbered week or
after 10,000 hours of
runtime
» Conditional repairs when
necessary
» Example: Inspection of wall
thickness shows it is <25mm
» Data from the process,
current weather conditions,
operating date, and shift log
data are all aggregated
» This data is used to
determine that running
product A during the current
time will be too much for the
pipe to handle
Planned Predictive
Preventive Maintenance
» Current maintenance processes are manual and non-digital,
making them prone to errors, while fixed time or planned
maintenance is insufficient
» Example: Take shipping employee Thomas driving a truck
• According to the maintenance schedule, Thomas’s truck is
due to have new tires put on the vehicle in two weeks
• However, it is the middle of winter in the northeast and there
is a storm coming in
• Accounting for all of this information, the analytics say to
replace the tire early to avoid an equipment malfunction
» By accounting for not only the past data on tire life, but also the
data on weather conditions on equipment, among other factors,
an incident is avoided that would have otherwise occurred
» Take already available maintenance data in combination with
predictive analytics to forecast equipment failures instead of
evaluating trends
17

18.
Create a system of asset management that is self-learning and
self-improving for the optimal asset lifespan
Analytics combined with TPM create more availability and increased reliability
18
Failure to be
Avoided
Detection of
future failure
Forecast
timing of
failure
Forecast of
likely
consequence Prescribe
corrective
action
Corrective
action taken
» Current TPM activities can go farther to eliminate risk and add value to assets with analytics
» Current programs use data from all sources such as smart sensors, existing TPM data, and others
• With data, companies can estimate the remaining life of the asset and when a replacement is due, all while scheduling regular
preventive maintenance and maintaining the right inventory levels for spare parts
» Analytics go further to aggregate all data, and combine it with other, real-time data such as weather conditions, time, and dozens of
other available data sources into one source to use all data to analyze and make new, previously unavailable connections
» Then, models compare current, real-time states to normal or ideal states and use advanced algorithms to detect small variances for
each asset, which can warn of problems that would have otherwise been missed without aggregated data and associated algorithms
» When a problem is detected, operators, supervisors, and maintenance are notified at the optimal times, mitigating the risk of collateral
damage and secondary failure and preventing significant production downtime, maximizing equipment life, improving reliability, and
increasing availability
Improve reliability and increase availability with analytics
Safety and Asset
Management

19.
A composite view of risk will detect and avoid potential incidents that
would have otherwise occurred
Unifying risk mitigation strategies leads to more desired outcomes
By unifying efforts and taking a composite risk approach, a different outcome occurs:
» Now imagine that a unified system took all of this information and alerted a supervisor and Thomas that there was a
potential situation
» Thomas takes his prescribed break, and is more aware of the balding ties, all of which leads Thomas to safely finish
his shift without an incident
Risk from machinesRisk from people
» Take Thomas who is fatigued and working in poor weather
» But, Thomas has not reached a threshold for any
alert
» Thomas’s truck is within the limit for its condition but
close to the limit for needing new tires and belts
» Taking these potential incidents separately would not create an alert that an incident is possible
» As a result, the combination of the balding tires, winter weather, and Thomas’s decreased reaction times have led to an
accident
Overall Risk
Safety and Asset
Management
19

20.
20
Value creation and risk elimination for both human, machine, and the
human-machine interaction
Designing the workplace to avoid incidents and create value
Workplace design
» No one wants to make an error or for a machine to breakdown – make it
as difficult as possible by designing risk out of a workplace
» Optimize worker well-bring, productivity, while minimizing stress on
machines due to controllable factors
» Involve engineering, management, operators, and maintenance during
each phase of new equipment design & purchase to create better
equipment, fewer errors, easier operation & maintenance
» Address crucial elements such as ergonomics, ventilation, and noise
requirements for the anticipated work, machine safeguarding, materials
handling & storage, use of automated processes, and added reserve
capacity
» Incident or emergency planning for weather or stemming from contractors
and manmade issues
» Create an efficient human-machine interaction and design out as much
risk as possible by identifying and focusing design effort on critical
activities throughout development
Eliminate sources of risk
Develop and implement a comprehensive and workplace specific program from the start and prevent potential risks.
Recommended workstation design

21.
Ensure Behavior Based Safety and Asset Integrity through data-driven
programs, that focus on both human and machine factors
Behavior based safety and integrity training
BBS and asset integrity training prepare all employees for dealing with all aspects of the job to properly
handle any potential risk scenarios.
Behavior based safety
and asset integrity training
Remarks
» Behavior based safety and integrity training creates a
culture of reinforcement and communication
» Internalize risk and hazard avoidance strategies and proper
use of PPE, while ensuring properly and efficiently
functioning assets through training and continued learning
» Embed integrity management into the organization through
risk assessment, mechanical integrity, critical equipment
checks, and personnel safety
» Emphasize equipment reliability and integrity by addressing
human factors together with smart machines that send
warning signals alerting of potential risks
» Facilitate community awareness and foster a culture of
assessments and improvements
» Involve all employees, from senior management to front
line workers, to achieve a successful BBS and Asset
Integrity program
Components of BBS and Asset Integrity Training
21

22.
22
A comprehensive approach to compliance and best practices
enables your organization to evaluate all pertinent risks
Compliance
Compliance
Ensure compliance and implement best practices
» Industry recognized systems can provide consistency between
organizations, but are often limited to compliance with the
standard and the expectations of the “average” industry
performer, rather than best-in-class
» Ensure compliance with Internal and legal guidelines,
regulations, and policies with safety and equipment while
recognizing best practices
» At a minimum, organizations need functional standards in place
that have been agreed upon by engineering, EH&S, operations,
and maintenance
» Companies must enforce safe practices from vendors to prevent
potential industrial accidents that could disrupt supply chain
operations
» Implement industry best practices to eliminate as many sources
of risk as possible
✔✔
✔✔
✔✔
✔✔

23.
23
Change management is a key element of most effective risk
management systems, turning cultures from reactive to proactive
Change management
Internal change drivers
» Cost pressure
» Increasing
automation and
complexity of plant
» High costs of
investment and
capital tie-up
» Market demands,
plant availability and
flexibility
» Changing materials,
practices, or
guidance can
introduce new
hazards
» Increasing
competition
» Increasing salaries
» Rising ESHQ
standards
» High service and
quality demands of
the plant
» Increasing
regulatory
demands & liability
» Complex and
dynamic logistics
External change drivers
» Strong competition for
experts and specialists
Low transparency of cost and performance
Market-compliant alignment of the processes is inadequate
Contractor management is insufficient
Organization is often not ready for change
Initial situation in many departments
Formulated maintenance strategies are only rudimentarily developed
Change
Management
» Continuous development of the
production process & technical
framework

24.
Ensure that new risk mitigation initiatives become a part of life for the entire
organization
Ensure long term success and cultural penetration
Plan
» Underpinning all of it will be a plan to ensure the changes are sustainable
» As the rates of incidents begin to fall, the data will be re-evaluated and a new baseline
created to continually optimize both the plan and the execution of the plan
PlanSustainability
Prozesse
Strategy&
Organization
Processes
& Systems
Employees &
Culture
Change of
behavior &
Change of
Culture
1
2
3
Management of
behavioral change &
human Interaction
Sustainable
Change
Structural &
functional
Change
» Strategy focus: cost oriented or continuous improvement oriented
» Communication: communicating essential statements by mail or talking instead of
listening
» Physical environment: the right working environment – space, light, etc.
» Skills: roles and responsibilities clearly defined with the right skillset
» Equipment design: having the right instruments in place
» Process/task design: ownership of the defined processes and having the right
checklist in place
» Training: have adequate training programs and refresher training
» Incident Free Culture: Not prioritizing efficiency over risk culture or the preference
for a blaming culture
» Leadership: Regular visits and using the observations for improvement actions
» Attitude: people initiating improvement proposals
» Fatigue: not working beyond regulated working hours
» Stress: from home or working with colleagues
» Teamwork: shared understanding of their work goals, use effective channels of
communication and proactively manage conflict
1
2
3
24

25.
Three Mile Island and other disasters could have been prevented with proper
alignment of Safety and Asset Integrity elements
Do you understand components of risk, know how to measure and implement actions accordingly?
With Safety & Asset Integrity Excellence, incidents that led to Three Mile Island could
have been mitigated entirely, and future incidents can be protected against
» People and machines create composite risk
» Prescriptive analytics allows understanding of composite risk and proper
intervention
» This approach moves operations from a cost avoidance to value creation
Takeaways
» Humans and machines looked at together in a cybernetic way, providing proper and
timely communication
» Prescriptive analytics results in a composite risk management and value creation
model
» KPI and management systems readily allow implementation of new risk culture
» Readily available maintenance data is proactively used to forecast equipment
failures and prevent accidents from happening
» Proper communication, training & culture of sharing best practice risk strategies
» A proper safety and asset integrity program can prevent errors from becoming
accidents
25

26.
26
Kienbaum: Excellence in People & Organization
Our Consulting Concept
Quelle: Kienbaum
Structures &
Management
Processes &
Systems
Competences &
Culture
Strategy &
Direction
Levers
effective
innovative
sustainable
Results
Kienbaum’s Expertise
» integrated consulting concept with interdisciplinary
teams
» A focus on results with proven experience in the
field
» An established transformation and change model
» Top expertise in executive search, human capital
services, communication, organization and
process consulting
» Reconciling digital and analogue processes and
business models (work 4.0)
» Practice-oriented innovation processes (dedicated
research institute)
competent / diverse
motivated / engaged
optimistic
People
Success Factors
agile / learning
efficient / effective
competitive
connected / digital
Organization
In all of our projects we focus on people and organizations as the key factors for the lasting commercial success of our clients.

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Eric M. Lavelle
Principal
Phone: +1 843 804 0020
Fax: +1 213 805 5337
Mobile: +1 843 804 0020
eric.lavelle@kienbaum.com
Coen van Driel
Principal
Phone: +31 6 14 32 85 94
Fax:
Mobile: +31 6 14 32 85 94
coen.vandriel@kienbaum.com
Kienbaum Consultants Inc.
Contact information for US Kienbaum Consultants
Contacts
Kienbaum Consultants Inc.
2300 Lakeview Parkway | Suite 700
Alpharetta, GA 30009
USA
Address
www.kienbaum.com