This document discusses managing risks associated with change. It identifies different types of changes that can occur, such as changes to equipment, technology, staffing, and procedures. It also discusses potential positive and negative consequences of these changes. The document emphasizes that change should be treated as a hazard and provides guidance on properly managing change through recognizing when change will occur, assessing risks and benefits, implementing the change, confirming completion, reviewing, and approving plans. It stresses the importance of involving all stakeholders and having competent reviewers to ensure risks are adequately addressed.
2016 Irish Ergonomics Society - HFE in oil and gasAndy Brazier
Human Factors Engineering (HFE) aims to optimize human contribution to production while minimizing risks to health and safety. HFE involves understanding interactions between people and systems, and ensuring systems are designed so that human errors are eliminated, reduced or mitigated. It also improves human efficiency. HFE is particularly important when designing elements that involve human activities critical to maintaining process or major accident safety barriers. Common challenges include the immature nature of HFE, lack of knowledge and specialists, and integrating HFE too late in projects. Examples of good and bad HFE practices in areas like access, labeling, controls and alarms are provided.
2008 Ergonomics Society - Staffing assessments and supervisionAndy Brazier
1. The document discusses two methods for assessing staffing arrangements: CRR 272/2001 focuses on physical assessments using decision trees, while RR 292/2004 uses "ladder assessments" to evaluate individual and organizational factors.
2. Key principles from RR 292/2004 include ensuring supervision is a management function, supervision influences team performance, supervisors need resources and opportunities, and contractors require proper supervision.
3. Common issues found are overreliance on informal training, inadequate refresher training, distractions in control rooms, and failing to consider human factors when automating. Problems with changes often stem from financial drivers and a lack of understanding impacts.
2010 IBC - Managing risks of control room operationsAndy Brazier
Control rooms are facilities where operations can be monitored and controlled through received data and transmitted commands. They act as the "brain" of the system but deprive operators of using their senses to understand problems. Modern control rooms provide benefits like relieving operators of hazardous tasks but can also overload them with alarms and non-intuitive interfaces. A balanced and user-centered approach to control room design is needed to address issues like excessive distractions, alarms, fatigue, and unreliable communication methods. Control rooms are tools to aid people in operating systems safely and effectively.
2006 IChemE Manchester Branch - Human factors & risk managementAndy Brazier
This document provides an introduction to Andy Brazier and his expertise in human factors and risk management in industries such as oil, chemical and gas. It discusses the importance of human factors in controlling major hazards and preventing accidents. The Health and Safety Executive views human factors as a high priority and is looking for evidence that organizations understand human factors principles and apply them to areas such as task analysis, competence assurance, fatigue management and design.
2011 SPE - Electronic logging to improve safetyAndy Brazier
Presented at the Society of Petroleum Engineers Europe Ltd annual meeting. Using electronic shift logging to improve safety. Joint presentation with Infotechnics
2005 IBC - Managing risks of control room operationsAndy Brazier
Control room operators' jobs have changed significantly with new technology. While automation has benefits, it was often adopted without considering human factors, changing the job from active to more passive. This can negatively impact operators' well-being if not managed properly. A risk assessment should consider hazards like fatigue, identify controls, and ensure risks are reduced as low as reasonably practicable. Key issues include work environment, shift patterns, supervision, training, and interface design between humans and machines.
2016 Irish Ergonomics Society - HFE in oil and gasAndy Brazier
Human Factors Engineering (HFE) aims to optimize human contribution to production while minimizing risks to health and safety. HFE involves understanding interactions between people and systems, and ensuring systems are designed so that human errors are eliminated, reduced or mitigated. It also improves human efficiency. HFE is particularly important when designing elements that involve human activities critical to maintaining process or major accident safety barriers. Common challenges include the immature nature of HFE, lack of knowledge and specialists, and integrating HFE too late in projects. Examples of good and bad HFE practices in areas like access, labeling, controls and alarms are provided.
2008 Ergonomics Society - Staffing assessments and supervisionAndy Brazier
1. The document discusses two methods for assessing staffing arrangements: CRR 272/2001 focuses on physical assessments using decision trees, while RR 292/2004 uses "ladder assessments" to evaluate individual and organizational factors.
2. Key principles from RR 292/2004 include ensuring supervision is a management function, supervision influences team performance, supervisors need resources and opportunities, and contractors require proper supervision.
3. Common issues found are overreliance on informal training, inadequate refresher training, distractions in control rooms, and failing to consider human factors when automating. Problems with changes often stem from financial drivers and a lack of understanding impacts.
2010 IBC - Managing risks of control room operationsAndy Brazier
Control rooms are facilities where operations can be monitored and controlled through received data and transmitted commands. They act as the "brain" of the system but deprive operators of using their senses to understand problems. Modern control rooms provide benefits like relieving operators of hazardous tasks but can also overload them with alarms and non-intuitive interfaces. A balanced and user-centered approach to control room design is needed to address issues like excessive distractions, alarms, fatigue, and unreliable communication methods. Control rooms are tools to aid people in operating systems safely and effectively.
2006 IChemE Manchester Branch - Human factors & risk managementAndy Brazier
This document provides an introduction to Andy Brazier and his expertise in human factors and risk management in industries such as oil, chemical and gas. It discusses the importance of human factors in controlling major hazards and preventing accidents. The Health and Safety Executive views human factors as a high priority and is looking for evidence that organizations understand human factors principles and apply them to areas such as task analysis, competence assurance, fatigue management and design.
2011 SPE - Electronic logging to improve safetyAndy Brazier
Presented at the Society of Petroleum Engineers Europe Ltd annual meeting. Using electronic shift logging to improve safety. Joint presentation with Infotechnics
2005 IBC - Managing risks of control room operationsAndy Brazier
Control room operators' jobs have changed significantly with new technology. While automation has benefits, it was often adopted without considering human factors, changing the job from active to more passive. This can negatively impact operators' well-being if not managed properly. A risk assessment should consider hazards like fatigue, identify controls, and ensure risks are reduced as low as reasonably practicable. Key issues include work environment, shift patterns, supervision, training, and interface design between humans and machines.
Introduction to the management of control room alarms including guidance from EEMUA 191.
Control Room Operators receive alarms from the systems they use to monitor and control
Alarms should warn about situations that require a prompt response
There are many problems with alarms.
2015 Trinity Dublin - Task risk management - hf in process safetyAndy Brazier
1. Andy Brazier is a chemical engineer and human factors consultant with 19 years of experience, specializing in human factors in major accident safety for industries including oil, gas, chemicals, power, and steel.
2. Task risk management involves a 5-stage process to systematically analyze safety critical tasks: screening processes, identifying tasks, prioritizing tasks, analyzing top tasks, and applying findings.
3. Differentiating between safety critical tasks (SCT), which have clear start/finish steps, and safety critical activities (SCA), which involve timing, tools, information, and decision making, helps clarify how to address human factors risks.
2012 IEHF North West branch - Task risk managementAndy Brazier
Presentation to the North West branch of IEHF. Includes slides presented at the Institutes's annual conference, with additional information about use of a flow loop simulator to test the principles with students.
This document discusses learning from accidents and identifies recurring themes. It analyzes major accident reports from Piper Alpha, Chernobyl, Clapham Junction, Herald of Free Enterprise, Bhopal, Mexico City, and BP Texas City. The author aims to identify recurring factors all organizations should be aware of, such as permit to work failures, communication breakdowns, inadequate training, latent conditions, and failure to respond quickly to incidents. Generic lessons include keeping people away from hazards, challenges to emergency arrangements, and learning from near misses rather than just failures.
2007 North Wales OHS - Human factors overviewAndy Brazier
This document provides an introduction to human factors and its role in safety by Andy Brazier, a chemical engineer and risk consultant specializing in human factors. Over three sentences, it outlines that Brazier aims to introduce human factors and what has been learned about it in major hazard industries, and give ideas on how it applies to lower hazard activities based on his experience in the field and qualifications.
2012 Young Generation Network - Human performance problemsAndy Brazier
Event organised by the IMechE and Nuclear Institute or recent graduates working in the power generation industry.
Human failures and performance problems.
2007 Ergonomics society - What works in industryAndy Brazier
This document provides a summary of a presentation on applying human factors and ergonomics principles to oil, gas, and chemical industries. It outlines a methodology for systematically analyzing tasks at a gas terminal to identify procedure, training, and competence assessment needs. Key tasks are identified and assigned criticality ratings. The appropriate type of work instructions, training approach, and competency assessment method are then determined based on each task's criticality. This helps focus human factors efforts according to process risk.
2004 ibc - The role of control room operatorsAndy Brazier
Control room operators play a critical role in ensuring safe operations but their job has changed significantly with new technology and increased automation. They are now more passive monitors rather than active operators, working with more remote and lonely responsibilities. The HSE developed a staffing assessment methodology to evaluate control room staffing arrangements and identify issues like inadequate training, distractions, and poor management of organizational changes. Assessing both technical and human factors is important to understand the impacts of automation on human performance and psychological well-being.
2005 Energy Institute - Staffing arrangements for automated plantAndy Brazier
The document discusses staffing arrangements for automated plants. It introduces a ladder for assessing automation with rungs for technical and human factors considerations. A case study applies the ladder to an offshore operator's plant:
- The plant relies heavily on automation and operates automatically most of the time, but staff are able to switch some equipment to manual.
- Applying the ladder assessment, the plant passes the top rungs for performance during normal operations but fails the lowest rung because human factors were not fully considered in the original automation design.
- The overall assessment places the plant's automation just below the line of minimum acceptability due to gaps in considering human factors from a socio-technical perspective.
Using Safety to Drive Lean ImplementationPhil La Duke
Using safety to drive lean implementation can help organizations gain competitive advantages through greater efficiency while eliminating waste. Implementing lean tools such as standard work, visual management, and empowering workers to stop production for safety issues can simultaneously make workplaces safer and more productive. Many actions that make work safer, such as error proofing equipment and processes, also make operations leaner. Viewing safety as a way to reduce costs from injuries and as a leading indicator of lean implementation can provide benefits across quality, production, and costs.
1. The document discusses operational excellence and how safety is a key part of achieving it. Safety eliminates waste from injuries and downtime and helps drive continuous improvement.
2. Tools for achieving operational excellence like eliminating waste, improving equipment reliability, standard work, and visual management all help improve safety as well as efficiency.
3. Tracking safety metrics and managing safety using data helps identify issues and drive organizational change for both safety and productivity gains. Maintaining safety is important for cost reduction and achieving operational excellence.
Dr. Daniel Bongers discusses fatigue monitoring technologies and their adoption in mining operations. Fatigue is a major risk factor for equipment damage, injuries, fatalities, and production loss. Monitoring technologies measure fatigue objectively through indicators like eye movement, driving behavior, heart rate and EEGs. They provide alerts and data but are not a complete solution. Adoption requires trials, pilots and change management to address concerns over workload, privacy and over-reliance on the technology. Case studies show technologies reduce alarm events and improve safety culture when implemented effectively. Overall, fatigue monitoring can facilitate genuine safety improvements if the right tool is chosen and change management best practices are followed.
This document discusses two studies on improving shift handovers between operators. The first study evaluated a structured integrated checklist logbook versus a less structured logbook for handovers between operators at an oil refinery. It found the integrated checklist logbook improved the quality of logbook documentation, second shift operator recall of information, and handover times. The second study tested implementing a standardized handover tool and process for nurses and found it increased nurses' confidence and preparedness, decreased anxiety, and reduced time spent searching medical records, with potential for increased patient safety.
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
Human factors - what role should they play in Responsible CareAdvisian
Tony Geraghty's presentation examines how considering human factors can enhance safety and performance excellence in the chemical industry. It discusses James Reason's model of classifying human errors and using reliability centered maintenance (RCM) to identify vulnerabilities. The presentation provides examples of how an RCM analysis revealed issues like commissioning errors and inappropriate maintenance practices, and how addressing these issues improved a gas compressor fleet's reliability and availability. Geraghty argues that regularly questioning understanding of operations can help ensure responsible chemical production and management.
Hazop Training - Intermediate Level Course iFluidsJohn Kingsley
The Fundamentals of HAZOP Study
A hazard and operability study (HAZOP) is a structured and systematic examination of a complex planned or existing process or operation in order to identify and evaluate problems that may represent risks to personnel or equipment. In this online training, you will be learning The Fundamentals of HAZOP Study.
What you will learn
HAZOP Study Stands for Hazard and Operability Study. Hazop is the structured brainstorming technique to identify Hazards involved in a chemical process plant. It is an important Industrial Safety tool. HAZOP study is carried out during the design stage of the process plant or during carrying out any modification in the existing plant. Live interactive sessions over the internet, combined with practical examples completed offline and shared via email to us. You will simply require a computer with a reliable internet connection, a headset with a high-quality microphone.
Course Content
What is a HAZOP Study?
Definition of basic terms
Risk matrix/ALARP principle
When to Perform a HAZOP Study
Different stages of Hazop study and relevant Data requirement
HAZOP STUDY - TEAM COMPOSITION
Generally accepted rules of HAZOP
Overall HAZOP Methodology
Layers of protection/Safeguard
Hierarchy of controls (with simple example)
HAZOP Study-Example
https://trainings.ifluids.com/
This is a webinar presented April 14, 2015 by Embry-Riddle Aeronautical University and featuring noted safety expert Dr. Mark Friend. Dr. Friend looks at the topic, "How to make safety work in your company."
2002 ibc - Assessing the safety of staffing arrangementsAndy Brazier
This document describes a staffing assessment methodology developed for the HSE to help duty holders in the chemical and allied industries evaluate the adequacy of their staffing arrangements, particularly regarding loss of containment events. The methodology examines both physical staffing arrangements and individual/organizational factors through a series of decision trees and rating ladders. Case studies are provided showing how the methodology can be applied to evaluate proposed changes in staffing levels or organization. Common issues uncovered unrelated to specific changes are also noted.
Quality Control in Garment ManufacturingAbhishek Raj
This document provides an overview of quality controls in garment manufacturing and supervisor training. It discusses the importance of ongoing training to develop employee skills. It outlines a five-step process for success: decision, commitment, planning, preparation, and execution. Key areas of focus for supervisors include production, absenteeism, methods, planning, quality, and costs. Supervisors require technical, human resource, management, and cost control skills. Technical skills training covers specifications, methods, and systems. Human resource skills include training, hiring, motivation, and communications. Management skills involve planning, organizing, coordinating, and quality control responsibilities. Cost control relies on work standards, material utilization, and labor productivity. The document emphasizes developing the right
Introduction to the management of control room alarms including guidance from EEMUA 191.
Control Room Operators receive alarms from the systems they use to monitor and control
Alarms should warn about situations that require a prompt response
There are many problems with alarms.
2015 Trinity Dublin - Task risk management - hf in process safetyAndy Brazier
1. Andy Brazier is a chemical engineer and human factors consultant with 19 years of experience, specializing in human factors in major accident safety for industries including oil, gas, chemicals, power, and steel.
2. Task risk management involves a 5-stage process to systematically analyze safety critical tasks: screening processes, identifying tasks, prioritizing tasks, analyzing top tasks, and applying findings.
3. Differentiating between safety critical tasks (SCT), which have clear start/finish steps, and safety critical activities (SCA), which involve timing, tools, information, and decision making, helps clarify how to address human factors risks.
2012 IEHF North West branch - Task risk managementAndy Brazier
Presentation to the North West branch of IEHF. Includes slides presented at the Institutes's annual conference, with additional information about use of a flow loop simulator to test the principles with students.
This document discusses learning from accidents and identifies recurring themes. It analyzes major accident reports from Piper Alpha, Chernobyl, Clapham Junction, Herald of Free Enterprise, Bhopal, Mexico City, and BP Texas City. The author aims to identify recurring factors all organizations should be aware of, such as permit to work failures, communication breakdowns, inadequate training, latent conditions, and failure to respond quickly to incidents. Generic lessons include keeping people away from hazards, challenges to emergency arrangements, and learning from near misses rather than just failures.
2007 North Wales OHS - Human factors overviewAndy Brazier
This document provides an introduction to human factors and its role in safety by Andy Brazier, a chemical engineer and risk consultant specializing in human factors. Over three sentences, it outlines that Brazier aims to introduce human factors and what has been learned about it in major hazard industries, and give ideas on how it applies to lower hazard activities based on his experience in the field and qualifications.
2012 Young Generation Network - Human performance problemsAndy Brazier
Event organised by the IMechE and Nuclear Institute or recent graduates working in the power generation industry.
Human failures and performance problems.
2007 Ergonomics society - What works in industryAndy Brazier
This document provides a summary of a presentation on applying human factors and ergonomics principles to oil, gas, and chemical industries. It outlines a methodology for systematically analyzing tasks at a gas terminal to identify procedure, training, and competence assessment needs. Key tasks are identified and assigned criticality ratings. The appropriate type of work instructions, training approach, and competency assessment method are then determined based on each task's criticality. This helps focus human factors efforts according to process risk.
2004 ibc - The role of control room operatorsAndy Brazier
Control room operators play a critical role in ensuring safe operations but their job has changed significantly with new technology and increased automation. They are now more passive monitors rather than active operators, working with more remote and lonely responsibilities. The HSE developed a staffing assessment methodology to evaluate control room staffing arrangements and identify issues like inadequate training, distractions, and poor management of organizational changes. Assessing both technical and human factors is important to understand the impacts of automation on human performance and psychological well-being.
2005 Energy Institute - Staffing arrangements for automated plantAndy Brazier
The document discusses staffing arrangements for automated plants. It introduces a ladder for assessing automation with rungs for technical and human factors considerations. A case study applies the ladder to an offshore operator's plant:
- The plant relies heavily on automation and operates automatically most of the time, but staff are able to switch some equipment to manual.
- Applying the ladder assessment, the plant passes the top rungs for performance during normal operations but fails the lowest rung because human factors were not fully considered in the original automation design.
- The overall assessment places the plant's automation just below the line of minimum acceptability due to gaps in considering human factors from a socio-technical perspective.
Using Safety to Drive Lean ImplementationPhil La Duke
Using safety to drive lean implementation can help organizations gain competitive advantages through greater efficiency while eliminating waste. Implementing lean tools such as standard work, visual management, and empowering workers to stop production for safety issues can simultaneously make workplaces safer and more productive. Many actions that make work safer, such as error proofing equipment and processes, also make operations leaner. Viewing safety as a way to reduce costs from injuries and as a leading indicator of lean implementation can provide benefits across quality, production, and costs.
1. The document discusses operational excellence and how safety is a key part of achieving it. Safety eliminates waste from injuries and downtime and helps drive continuous improvement.
2. Tools for achieving operational excellence like eliminating waste, improving equipment reliability, standard work, and visual management all help improve safety as well as efficiency.
3. Tracking safety metrics and managing safety using data helps identify issues and drive organizational change for both safety and productivity gains. Maintaining safety is important for cost reduction and achieving operational excellence.
Dr. Daniel Bongers discusses fatigue monitoring technologies and their adoption in mining operations. Fatigue is a major risk factor for equipment damage, injuries, fatalities, and production loss. Monitoring technologies measure fatigue objectively through indicators like eye movement, driving behavior, heart rate and EEGs. They provide alerts and data but are not a complete solution. Adoption requires trials, pilots and change management to address concerns over workload, privacy and over-reliance on the technology. Case studies show technologies reduce alarm events and improve safety culture when implemented effectively. Overall, fatigue monitoring can facilitate genuine safety improvements if the right tool is chosen and change management best practices are followed.
This document discusses two studies on improving shift handovers between operators. The first study evaluated a structured integrated checklist logbook versus a less structured logbook for handovers between operators at an oil refinery. It found the integrated checklist logbook improved the quality of logbook documentation, second shift operator recall of information, and handover times. The second study tested implementing a standardized handover tool and process for nurses and found it increased nurses' confidence and preparedness, decreased anxiety, and reduced time spent searching medical records, with potential for increased patient safety.
Root Cause Analysis - methods and best practiceMedgate Inc.
A critical part of any safety management system comes after incidents occur. Effective incident investigation including root cause analysis can provide many answers for your organization regarding why an incident or event has occurred. Even if your safety department excels at completing investigations and undertaking corrective actions, your SMS will not be effective if you fail to identify root causes quickly and accurately.
Safety teams that make Root Cause Analysis central to their day-to-day activities will significantly improve their ability to better the safety of the workplace and ensure that incidents do no reoccur.
In these slides, Medgate Safety expert Shannon Crinklaw discusses Root Cause Analysis, outlining its potential impact, covering different analysis methodologies and outlining best practices.
To view the accompanying webinar, go to http://bit.ly/X518oY where you will learn:
What type of incidents are most common.
Mistakes that organizations should avoid when carrying out root cause analysis.
Different models of root cause analysis, such as Five Why and Cause-and-Effect diagrams.
The long term benefits of root cause analysis efforts.
Human factors - what role should they play in Responsible CareAdvisian
Tony Geraghty's presentation examines how considering human factors can enhance safety and performance excellence in the chemical industry. It discusses James Reason's model of classifying human errors and using reliability centered maintenance (RCM) to identify vulnerabilities. The presentation provides examples of how an RCM analysis revealed issues like commissioning errors and inappropriate maintenance practices, and how addressing these issues improved a gas compressor fleet's reliability and availability. Geraghty argues that regularly questioning understanding of operations can help ensure responsible chemical production and management.
Hazop Training - Intermediate Level Course iFluidsJohn Kingsley
The Fundamentals of HAZOP Study
A hazard and operability study (HAZOP) is a structured and systematic examination of a complex planned or existing process or operation in order to identify and evaluate problems that may represent risks to personnel or equipment. In this online training, you will be learning The Fundamentals of HAZOP Study.
What you will learn
HAZOP Study Stands for Hazard and Operability Study. Hazop is the structured brainstorming technique to identify Hazards involved in a chemical process plant. It is an important Industrial Safety tool. HAZOP study is carried out during the design stage of the process plant or during carrying out any modification in the existing plant. Live interactive sessions over the internet, combined with practical examples completed offline and shared via email to us. You will simply require a computer with a reliable internet connection, a headset with a high-quality microphone.
Course Content
What is a HAZOP Study?
Definition of basic terms
Risk matrix/ALARP principle
When to Perform a HAZOP Study
Different stages of Hazop study and relevant Data requirement
HAZOP STUDY - TEAM COMPOSITION
Generally accepted rules of HAZOP
Overall HAZOP Methodology
Layers of protection/Safeguard
Hierarchy of controls (with simple example)
HAZOP Study-Example
https://trainings.ifluids.com/
This is a webinar presented April 14, 2015 by Embry-Riddle Aeronautical University and featuring noted safety expert Dr. Mark Friend. Dr. Friend looks at the topic, "How to make safety work in your company."
2002 ibc - Assessing the safety of staffing arrangementsAndy Brazier
This document describes a staffing assessment methodology developed for the HSE to help duty holders in the chemical and allied industries evaluate the adequacy of their staffing arrangements, particularly regarding loss of containment events. The methodology examines both physical staffing arrangements and individual/organizational factors through a series of decision trees and rating ladders. Case studies are provided showing how the methodology can be applied to evaluate proposed changes in staffing levels or organization. Common issues uncovered unrelated to specific changes are also noted.
Quality Control in Garment ManufacturingAbhishek Raj
This document provides an overview of quality controls in garment manufacturing and supervisor training. It discusses the importance of ongoing training to develop employee skills. It outlines a five-step process for success: decision, commitment, planning, preparation, and execution. Key areas of focus for supervisors include production, absenteeism, methods, planning, quality, and costs. Supervisors require technical, human resource, management, and cost control skills. Technical skills training covers specifications, methods, and systems. Human resource skills include training, hiring, motivation, and communications. Management skills involve planning, organizing, coordinating, and quality control responsibilities. Cost control relies on work standards, material utilization, and labor productivity. The document emphasizes developing the right
On January 1, 2010, changes will take affect for the Ontario Small Claims Courts, which will make employee litigation for wrongful dismissal more appealing to disgruntled employees. This webinar was presented to alert employers to these changes and provide actions they can take to protect their businesses.
The document discusses controlling as a function of management. It describes perspectives on control including ensuring outcomes are as planned by comparing performance to standards. It also covers challenges managers face in controlling like coping with uncertainty. The purpose of control is outlined as helping the organization adapt to change, limit errors, and minimize costs. The steps in the control process are established standards, measure performance, compare to standards, and determine if corrective action is needed. Different types of control are described like preliminary and feedback control. Lastly, the characteristics of an effective control system are discussed as being accurate, timely, objective, and flexible.
The document discusses why turnarounds often fail to meet expectations and how applying best practices can help turnarounds succeed. It notes that over 80% of turnarounds experience cost overruns, 50% have schedule slippages, and 90% report scope growth. However, turnarounds can be managed successfully by starting early, treating them as projects, applying best practices like strong project controls, and aggressively managing and controlling scope. Top-performing companies implement practices like early planning, robust scoping processes, and resource leveling to deliver turnarounds under budget and schedule.
1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization.
2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change.
3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.
Unit I - Introduction to Operations Management.pptxHannaViBPolido
The document provides an introduction to operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources to produce goods and services. It discusses the differences between production of goods versus services and explains the scope and importance of operations management. Key concepts covered include process management, decision-making, historical evolution, and current issues in operations management.
This document discusses innovation and change management. It notes that innovation is the creation of new ideas or rearranging old ideas. It identifies challenges to innovation such as unwillingness to expose failed ideas, bureaucracy, lack of vision/strategy, and risk aversion. Success factors for facilitating change include cultures that support change, willingness to listen to new ideas, communication, and involvement of those affected. The document outlines elements of the PDCA cycle for incremental change and lists elements needed for managing change such as leadership support, communication, training, and measurement of results. It stresses the importance of customer focus in any change and avoiding changes that negatively impact operations or quality.
The document discusses ways to optimize a company's quality management system (QMS). It recommends regularly reviewing the QMS to identify gaps and areas for improvement. Companies should harmonize quality processes across business units to prevent silos and identify issues. Adopting lean principles and automating quality processes can improve efficiency. Regularly evaluating and improving the QMS through reviews, harmonization, lean techniques and automation helps enhance product safety and prevent defects.
1) Total Productive Maintenance (TPM) aims to eliminate waste and losses in production processes through the involvement of all employees.
2) TPM identifies eight major equipment losses that reduce productivity and quality, including set-up time, minor stoppages, and defects.
3) Implementing TPM requires establishing organizational culture and systems focused on continuous improvement, problem-solving, and achieving higher performance targets through group efforts.
This document discusses various topics related to system installation and post-installation processes. It covers conversion strategies and change management techniques for implementing a new system. It also addresses cultural issues, training methods, and post-implementation activities like system support and maintenance.
The document discusses various aspects of quality including:
1) Most errors go unreported due to fear of blame or feeling errors are insignificant.
2) Quality is important for customer retention and satisfaction. Poor quality leads to high costs from inspection, prevention, and failures.
3) Continuous improvement is needed to develop strategies, take action, and evaluate performance to meet customer needs.
This document discusses business process re-engineering (BPR). BPR is defined as fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical areas like cost, quality, and speed. It involves reinventing processes rather than automating existing ones. The goals of BPR include improving customer friendliness, effectiveness, and efficiency. BPR follows four steps: understanding the current process, inventing a new process, automation, and change management. It results in changes to work units, jobs, roles, and organizational structure. Critical success factors include top management commitment and a clear transformation vision, while failure can result from trying to fix rather than change processes.
· Recommend strategies to lead organizational change· Justify pl.docxodiliagilby
· Recommend strategies to lead organizational change
· Justify plans for implementing and managing organizational change in organizational/workplace settings
· Create plans for communicating proposed changes to stakeholders
· Recommend risk mitigation plans when managing organizational changes
Create a narrated PowerPoint presentation of 5 or 6 slides with video that presents a comprehensive plan to implement the change you propose.
Your presentation should be 5–6 minutes in length and should include a video with you as presenter.
Your Change Implementation and Management Plan should include the following:
1. An executive summary of the issues that are currently affecting your organization/workplace (This can include the work you completed in your Workplace Environment Assessment previously submitted, if relevant.)
2. A description of the change being proposed
3. Justifications for the change, including why addressing it will have a positive impact on your organization/workplace
4. Details about the type and scope of the proposed change
5. Identification of the stakeholders impacted by the change
6. Identification of a change management team (by title/role)
7. A plan for communicating the change you propose
8. A description of risk mitigation plans you would recommend to address the risks anticipated by the change you propose
Required Resources
Marshall, E., & Broome, M. (2017). Transformational leadership in nursing: From expert clinician to influential leader (2nd ed.). New York, NY: Springer.
· Chapter 8, “Practice Model Design, Implementation, and Evaluation” (pp. 195–246)
Cullen, L., & Adams, S. L. (2012). Planning for implementation of evidence-based practice. Journal of Nursing Administration, 42(4), 222–230. Retrieved from https://medcom.uiowa.edu/annsblog/wp-content/uploads/2012/10/JONA-FINAL-Cullen-2012.pdf
Kotter, J. (2007, January). Leading change: Why transformation efforts fail. Best of HBR. Harvard Business Review, 1–10. Retrieved from https://wdhb.org.nz/contented/clientfiles/whanganui-district-health-board/files/rttc_leading-change-by-j-kotter-harvard-business-review.pdf (Original work published 1995)
Tistad, M., Palmcrantz, S., Wallin, L., Ehrenberg, A., Olsson, C. B., Tomson, G., …Eldh, A. C. (2016). Developing leadership in managers to facilitate the implementation of national guideline recommendations: A process evaluation of feasibility and usefulness. International Journal of Health Policy and Management, 5(8), 477–486. doi:10.15171/ijhpm.2016.35. Retrieved from http://www.ijhpm.com/article_3183_5015382bcf9183a74ef7e79b0a941f65.pdf
ITS 833 – INFORMATION GOVERNANCE
Chapter 3 – Information Governance Principles
Dr. Omar Mohamed
Copyright Omar Mohamed 2019
1
CHAPTER GOALS AND OBJECTIVES
Know the 10 key principles of IG
What are the Generally Accepted Recordkeeping Principles®
What is the difference between disposition and destruction
Who should be involved in the information governance development pro ...
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5. 5
Consequences of change
Positive Negative
Cheaper
Better quality
Safer
More profit
Positive
Cost to change
Resistance
Risk in transition
Uncertain result
Negative
Cheaper
Better quality
Safer
More profit
Cost to change
Resistance
Risk in transition
Uncertain result
Positive Negative
6. 6
What changes? – 4 Ps
Plant
Premises
People
Procedures
Equipment Substances
Organisation
Quality system
Engineering change
COSHH
Process change
Ad hoc systems
7. 7
Examples of changes affecting people
Control rooms
Staffing
Supervision
Shift patterns.
9. 9
Potential consequences
Positive
Cheaper maintenance and modification
Automation gives improved productivity
Lower costs because less people required to operate
Safer location
Negative
Smaller ‘window’ on the plant + fewer senses can be
used to monitor – slower to detect excursions
Less hands-on experience operating the plant
Can divide control room and field operators
Incidents less likely – but higher consequenceIncidents less likely – but higher consequence
10. 10
Managing control room changes
Understand what plant data operators use and
how that may be affected by the changes
Understand how people communicate and how it
may be affected
Make sure you are able to get the benefits from
the new technology
Acknowledge operations are becoming a higher
level skill
HSE Contract research report 432/2002HSE Contract research report 432/2002
12. 12
Potential consequences
Positive
Lower wage bill
Lower training expense
Simpler organisation
Negative
Not enough people for high demand situations
Loss of technical competence
Loss of practice experience
Difficult to cover absence
Normal operation not a reliable indicationNormal operation not a reliable indication
of maximum workloadof maximum workload
13. 13
Managing staffing changes
Know what high demand situations can occur
Understand how they are detected, diagnosed
and responded to
Demonstrate that there will be enough people in
the right place at the right time
Practical expertise
Technical competence
Demonstrate that teams will operate effectively
HSE Contract research report 348/2001HSE Contract research report 348/2001
15. 15
Potential consequences
Positive
Improved communication within teams
Improved decision making
Improved job satisfaction
Negative
Less control
More people need supervisory competence
Lack of leadership in emergencies
Takes a long time for people to becomeTakes a long time for people to become
comfortable with the new stylecomfortable with the new style
16. 16
Managing supervisory changes
Who will perform the supervisory roles?
Defining workload, allocating work priorities & manpower
Communicating operational information
Problem solving/decision making
Assessing competence & training requirements
Measuring team performance & appraising team members
Implementing first-level discipline
Investigating incidents
Providing leadership in emergency situations
How do they become and stay competent?
HSE Research report 292HSE Research report 292
17. 17
Shift patterns
Longer or shorter shifts (8 vs 12 hour)
Breaks between shifts
Breaks between sets of shifts
Breaks for holidays.
18. 18
Potential consequences
Positive
Reduced fatigue
Improved communication
Better cover absence
More consistent themes
Negative
Health affects
Human error
Shift work does not only affect work lifeShift work does not only affect work life
19. 19
Managing shift pattern changes
Identify any fatigue peaks
How will sickness absence be covered?
How will holidays be covered?
How will family/weekend events be covered?
What hours will people actually work?
Overtime
Shift swaps
HSE Contract research report 254/1999HSE Contract research report 254/1999
20. 20
Conclusions
There are many changes taking place across
industry that affect people and the way they are
organised
This includes many engineering/technology driven
changes
Multiple and continuous change are common
Current change management systems are often
inadequate for addressing all the issues
More emphasis on change control rather than
management.
21. 21
Underlying process for managing change
Recognise situations
when change will occur
Assess benefits & risks
Implement change
Confirm change complete
Re-commission system
Review change
Approve plan
‘Everyone’ needs to be
able to recognise change
Address informal
arrangements
‘Sell’ change & get buy-in
End user involvement
Achieve acceptance
Achieve competence
Operational experience
22. 22
Closing remarks
Consider change to be a hazard
It doesn’t matter what is changing, the
underlying process should be the same
Start to think more about change management
rather than simply change control
Post change review is vital
Success is not guaranteed
Change is a learning exercise
Thank youThank you
24. 24
Managing risks
Identify hazards
Assess risks
Identify controls
Risk
tolerable?
Change = hazard
Implement & review
Yes
No
During change &
end result
Implementation plan
Approve change
Make change.
Review during & after
25. 25
HSE Guidance
Must have systems in place
People reviewing change must be competent to
assess all risks and identify suitable controls
Resources to manage a change must be
commensurate with risk
Need to account for fact that multiple minor
changes can introduce high levels of risk
Need good communication to inform and involve
people likely to be affected
Record actions and decisions in a transparent
and audible fashion
Recognise there is uncertainty in change
Editor's Notes
Good afternoon
Before I start to talk about change it is quite appropriate that I need to point out my phone number has changed since I originally wrote my paper. I can assure you that my mobile and email have stayed the same.
I think most people will acknowledge that change is the new stability, and companies that do not keep changing probably won’t survive.
Over recent years a fair amount of my work has been evaluating changes that companies have recently completed or planning to make in the near future. Obviously as a consultant I have the opportunity to be critical and pick holes, safe in the knowledge that I will never have to implement my recommendations.
The reality is that I generally find that companies are often weak in managing change, especially where human and organisational factors are concerned. The intention of this presentation is to give you some idea of the general issues I encounter.
The Flixborough disaster in 1974 gave our industry a clear message that change can be risky. An ill conceived and implemented plant modification resulted in the death of 28 people.
I know the process industry did learn many lessons from Flixborough and I doubt there are many companies in the industry that do not have some form of plant modifications procedure in place as a result.
However, my opinion is that most systems and procedures are focussed hardware and on change control rather than change management, and this is a potentially serious weakness.
There are three topics I want to cover today. They are
1. The drivers of change
2. People and organisational changes
3. The difference between change control and change management
From a managerial perspective, there are two drivers of change. Either an external force such as regulation, obsolescence or demands from stakeholders requires change; or an opportunity is recognised, often related to advances in technology that may allow new products to be made or costs to be reduced.
However, you do need to bare in mind that these drivers are usually quite removed from the people at the sharp end who either need to implement the change or are those most likely to be affected by them. Management consultants say that when people are uncomfortable with a situation their behaviour will automatically change. For example if the temperature in this room were uncomfortably hot we may take our jackets off, and someone may get up and change the setting on the thermostat.
We must recognise that most employees are quite comfortable with the status-quo, and very resistant to change. Having systems that control change are unlikely to address everything we need to successfully manage change.
All changes have potentially positive and negative consequences. The positive ones are the reason we want change to happen. Some of the negatives are inevitable, and some are difficult to predict, but in managing change we need to do what we can to at least balance the equation.
This is another interesting issue regarding managing change. My experience suggests that companies often have only sketchy ideas of the benefits they expect and then assume it will be successful. It is rare that objective evaluations are made during and after change programs about whether the benefits are being achieved or whether the negative consequences outweigh the benefits.
Studies have shown this to be the case, pointing out it is rarely in the interest of people managing to change to collect data that may reflect badly on themselves.
OK. Up until now I have talked about change in very general terms. I now want to get more specific.
The HSE refer to the 4 Ps of premises, plant, procedures and people as potential sources of hazard when assessing risks, and I find these classifications useful when considering what can be affected by change.
Now I am fairly confident that most companies have some form of modification procedure that addresses premises and plant. To a certain extent quality systems cover procedures and things like COSHH cover materials and substances.
I am much less happy with the ability of most existing systems to address human and organisational factors.
In order to illustrate my opinions regarding management of change I am going to talk through a selection of types of change that I have been involved in evaluating as a consultant.
In each case I will refer to HSE guidance and research documents that are available to assist in evaluating changes and can feed into a management programme.
There is no doubt that technology is changing our control rooms. As well as affecting the operators interface on the plant, it is also providing opportunities to change how plants are operated, including the number of people required, the nature of the job and the location of the control room.
There are many positive consequences of the changes taking place in our control rooms.
The safety element is interesting because moving control rooms away from the plant certainly makes them safer if there is a problem, but we have to be sure that the changes do not make those problems more likely.
For the operator, modern control rooms generally give them less direct methods of evaluating how the plant is operating. Replacing wall mounted panels where you could see the whole plant at a glance with screens that only show part of the plant at any time can have a major affect. And the operators are less likely to be able to be able to hear, feel or even smell the plant.
Automation means operators have less to do most of the time, and possibly far more complex situations to deal with when the automation can’t manage. Also, the divide between control room and field operators can widen considerably, both in geographical terms but also in the nature of the job.
I know the result is generally that plants run more steady and have less disruption, but I am concerned that the changes can mean that the consequences when control is lost can be more significant.
In managing changes, we have to remember that control rooms are where operators receive data about how plant is operating so that they can detect and diagnose events quickly and accurately, and hence implement appropriate action.
Now contrast this with my experience interfaces are designed on modern control systems. Graphics generally recreate a simple representation of the plant and equipment. Combined with alarm systems that cause frequent over load of operators, the operator is being made to work much harder to understand what is happening on their plant.
Control rooms are also centres of communication, and their location can have a big impact on the opportunities people have to communicate face to face.
Many of the over sights I see in control rooms represent a failure to manage the introduction of the new technology. Often this is because people simply assume that the gizmos must be more effective, but without making any realistic assessment of what they expect to improve and checking to ensure it has been achieved. Also, operators are often never told how to use the new technology, and so it is not used as intended or at all.
There are also difficult issues to address. For example, it is possible that your existing workforce may not be able to adopt the new ways of working. Difficult to deal with, but cannot be ignored.
This HSE report gives an insight into these issues, and I would certainly suggest that you should look at this when considering change, and to evaluate you current arrangements.
One of the changes I get involved in very often is in staffing arrangements.
De-manning is frequently the objective, often following the introduction of new technology.
Organisational changes may also be required to accommodate the change, which does tend to complicate things more than most people envisage.
There are clear potential cost savings achieved through de-manning, and it can be an opportunity to simplify the organisation. and acts as an impetus to implement other changes that may have been more difficult if things had stayed as they were.
However, many companies have found that the negative outcomes are worse than they expected, with the effects not always being apparent for some time.
The main thing to realise is that it is generally unusual circumstances including emergencies when reductions in manning and loss of expertise have the greatest impact. As plants have become more reliable, we have less opportunities to test the ability of individuals and teams to cope.
The important thing to consider when planning, implementing and reviewing changes to staffing arrangements is the ability for your teams to detect, diagnose and respond to high demand situations reliably and effectively.
In my experience, in modern plants it is rarely the number of people available that has the biggest impact. Rather, it is ensuring a level competence within a team and the ability of individuals to work together with each other and with the technology provided.
Research report 348/2001, commonly known as the staffing assessment methodology, has been used widely in evaluating staffing arrangements. It provides a degree of objectivity to issues that are often very subjective.
It seems to have become unfashionable over recent years to talk about supervision in industry. We are more likely nowadays to have team leaders and coaches, and many companies have moved towards self-managed teams.
In my experience, the main driver of change has been staffing reductions, rather than improvements in supervision. I am concerned that levels of supervision have been reduced, and that this can impact on safety.
There is no doubt that supervision within traditional, hierarchical organisations has its problems, and different arrangements can improve communication, decision making and even job satisfaction.
However, removing a supervisor generally requires more people, or even the whole team to take on some of supervisory role.
There is little doubt in my mind that this makes implementing supervision more difficult, and takes some considerable time to establish the necessary change in culture. Whilst the new types of organisation probably work well in low hazard industries, I am not sure they can work within the constrains of major hazard industries.
It is clearly not my place to say what types of team structure you can or cannot use. All I can say is if you are making changes, you need to be very clear how supervision as a management function is going to be delivered.
Given that more people may be involved in its delivery, you also need to be very clear about how people will become and maintain competence in the necessary supervisory skills.
Research report 292 gives a comprehensive definition of what constitutes supervision and provides a method to evaluate how supervision is delivered at the management, team and individual level that you can use to see how this will be affected if you change your organisation.
This is that last example I am going to look at briefly.
Over recent years I have examined the changes companies have been planning to shift patterns. Again this is often because team sizes have reduced or the demands of the job have changed.
People tend to think it is only the length of shift that makes the difference. This is not the case, and certainly when comparing 8 and 12 hour shifts my conclusion is that it is a relatively minor difference.
The key point about shift patterns is that there is no one pattern that is better than all the others. All have pros and cons and so it is important that shift work is properly managed.
Also, when making changes it is important to remember that it is not only the worker that is affected, but also their family and friends. There are few things more contentious than changing a shift pattern, and it is great example of the need to include the people effected in any evaluation, and that the change needs to be sold to them very well.
People are rightly concerned about fatigue, but this is affected by more than shift length and includes the time a shift starts, the breaks during a shift and between sets of shifts. However, there are more factors to consider beyond fatigue including cover for sickness and holiday absence, and having flexibility to accommodate life in general
However, it is also important to recognise that a good shift pattern is no use if no ones actually works it in practice, and so the actual hours worked including overtime and swaps need to be recognised.
CRR 254/1999 is widely known as the fatigue index, and is useful in evaluating shift patterns when implementing change. Unfortunately it does not cover all the other aspects of shift work that you need to consider in managing changes.
I started by saying that change is the new stability, and I hope to have demonstrated that most changes ultimately affect people and the way they are organised. This includes plant modifications, especially the adoption of new technology, whether it has a direct impact on the way people work or as a knock on. For example if t means less people are needed to operate.
I am fully aware that most companies in our industry have plant modification systems, but my observation is that they are far more concerned with controlling change rather than managing change. Whilst this may be seen as the safe option, the reality is that it does not fit into the current business climate. Either companies that cannot manage change will go out of business, or change will be implemented by bypassing either the spirit or letter of the system.
I want to finish by looking at the underlying process of change. In my view this applies to all types of change, although clearly I am more familiar with human and organisational changes.
The first step in the process requires change to be recognised. The challenge being that anyone in your organisation may do something that results in change. It may be a manager reorganising their department through to a contractor substituting a part during maintenance.
Having identified a change is likely to occur, it is important to carry out a realistic evaluation. My experience is that quite major changes are often made without a clear idea of what benefits are expected. Also, in considering risks it is important to recognise that there are many informal arrangements in place that may be affected.
You then need a plan for implementation that addresses the action required to implement the change and risks during transition. It should also ensure the change is sold to the people likely to be effected, and that these people need to buy-in if the benefits are to be achieved.
The more end users are involved in implementing a change, the more likely you are to achieve the benefits you hope for.
Following implementation it is important to formally accept the change. At this point we need to avoid the temptation of assuming success. Achieving acceptance from people affected is import before moving on to recommission the affected system. An important part of this is ensuring everyone has achieved at least a minimum level of competence in using the changed system. Again this can not be assumed.
Finally, it is vital that changes are reviewed. This should not simply rely on checking whether accidents or incidents have been reported. Instead it should look for objective evidence that the expected benefits have been achieved and the predicted risks avoided. Talking the people who use the system should be part of this.
By looking at the change in this way you can then check whether you current change systems are supporting the underlying process. In my experience, most address few of the human and organisational factors. In many cases the systems hinder the process through buraucracy.
So to close. I suggest you look at change as a hazard. It has the potential to cause harm, and so generates risks that need to be managed.
This management process is quite generic, and applies to all types of change. Most systems in my experience are more related to control rather than management.
As with all management systems, performance measurement and review is arguably the most important stage, and the one we usually overlook. Remember success is not guaranteed, and we can learn a lot from reviewing how change occurs.
Thank you
In simple terms, managing risks involves identifying hazards, determining potential harm and likelihood (i.e. assessing the risks), identifying possible controls and implementing those required to achieve risks that are As Low As Reasonable Practicable (ALARP) and then reviewing and repeating the process continuously to ensure the controls are adequate.
I classify change to be a hazard in its own right. How do I justify that? Well, the definition from OHSAS 18001 (Safety system specification) defines a hazard as a source or substance to cause harm. If we think about Flixborough the hazardous material was already present, but not causing harm. It was the only following the change to the plant that harm was experienced.
Following this line of thought, we can then start to consider what the consequences of a change could be and how likely it is that they will occur. This actually works for both the positive and negative outcomes from a change, as we know that 100% success is never guaranteed.
So having established that change is a potential hazard we need to understand what can change and hence what needs to be managed. The HSE refer to the 4Ps as elements of work that need to be considered when managing risk. These seem to apply equally well to change.