Human Factors Keynote talk BP AGT Conference Baku June 14

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Keynote speaker for President BP AGT at annual Contractor Safety Forum. Update on Human Factors in Oil and Gas Industry and OGP WOCRM Recommended Practice.

Leadership & Management Technology Business

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
Phil Smith MD Critical Team Performance
Human Factors in Critical Teams
BP Azerbaijan June 2014

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  In the past 12 months what has changed in your
industry with regards to Human Factors
Awareness…..?
•  More papers
•  More training
•  More understanding
•  More acceptance

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Why incidents happen…..

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
PERFORMANCE
VERY UNSAFE SPACE
Belief
Systems.
Life Pressures
Working at
height over 6ʼ’
– wear safety
harness
INDIVIDUAL BENEFITS
Wet, slippy
conditions so
will wear
safety
harness today
Only on
HSSE
visit /
audit days
or
manager
watching
Perceived
vulnerability
INCIDENT

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
• Conformance to Procedures
• Leadership

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
What causes the breakdown in Conformance to Procedures?
•  Not following existing procedures
•  Violations by Individuals / Groups
•  Human Error
•  Time and Job pressure
•  Checklists are not available
•  A focus on today’s problems
•  Limited employee involvement
•  Issues with Supervision and complacency.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
All personnel must be made aware of their
obligation to Stop work that they consider
to be unsafe and continue to ask
themselves and those that work with them
– is it Safe to continue.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
Oil and Gas Industry embracing Crew Resource
Management……

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
Well Operations Crew Resource Management
Recommended Practice

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
Aims of WOCRM:
-  Perform effectively in a Team context in safety
critical operations.
-  Have the courage and willingness, where
necessary to intervene – and accept interventions
from others – in a timely and effective manner.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Help members of the Well Operations Crew recognise
when either their own behaviour, or their actions may be
interfering with required standards of effective team
working and interpersonal behaviours.
•  Help Well Operations Crew develop and practice the
cognitive and behavioural skills to be able to continue to
think, communicate and act as an effective team member,
particularly under rapidly changing situations associated
with high levels of pressure and stress.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  WOCRM Programme
•  Situation Awareness
•  Decision Making
•  Communication
•  Teamwork
•  Leadership
•  Fatigue and Stress

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Understand how problems can be caused in Well
Operations with decision errors e.g. confirmation
bias and task fixation.
•  Understand the requirements of good
communication relating to a crew, management
and other shifts.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Understand your own role within the team.
•  Discuss who is ‘the team’ in a wells operation
specific to you.
•  Recognise the traits of good, effective leadership
and followership and the typical problems that can
relate to inadequate leadership.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Understand the importance of setting and
maintaining high standards.
•  Recognise the causes and effects of stress at
work.

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  How does this work?
•  Generative Organisations
•  Foresight
•  Belief
•  Commitment
•  Long-term view

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  WOCRM is a skill-set
•  Work place based training
•  Work place based coaching
•  Work as a team – train as a team
•  Coaching is the key to behavioural change

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  6 Modules
•  2-3 hours each
•  Delivered individually
•  Follow up coaching
•  Delivered as a package
•  3 per day
•  All 6 over 2 days
•  Follow up coaching

Critical Team Performance
Passionate about Excellence
2014
Human Factors Awareness - Improving Conformance to Procedures
•  Challenge…..
•  As leaders, how can you make the
Caspian region the leading Generative
WOCRM region in the World and
create champions of best practice
across the whole sphere of Well
Operations?

This document discusses quality circles, which are voluntary groups of employees that meet regularly to identify and solve workplace problems. Quality circles aim to improve quality and capture the innovative ideas of employees. They are composed of 6-12 members who do similar work and meet weekly. Benefits include self and social development, knowledge gain, and leadership potential for members. Quality circles also benefit organizations by enhancing communication, job satisfaction, and a healthy work environment. Proper training is needed for quality circles to be effective. The process of launching them involves exposing the concept to management and employees and forming circles. Quality circles can benefit various types of organizations by increasing productivity, quality and employee morale when implemented correctly.

Tqm ch 05

Pimsat University

The document discusses human resource practices in organizations implementing total quality management (TQM). It covers key areas like employee involvement, training and development, selection, performance appraisal, compensation, and building a quality-oriented human resource system. The goal is to align HR practices with organizational objectives, build skills, empower employees, and promote continuous improvement through a strategic, team-based approach.

Human resource development and Quality Circle

Hina

The document discusses human resource development and quality circles. It defines quality circles as small voluntary groups of employees that meet regularly to identify and solve work-related problems. The goals are to improve quality, productivity, and employee satisfaction. Quality circles have been successfully implemented in many Indian companies like BHEL and Hero Honda. They have led to benefits like reduced costs, defects, and improved processes, teamwork, and problem-solving skills. The key requirements for success include support from top management and a cooperative workplace culture where employees feel empowered to contribute to organizational improvement.

ITFT-Quality circles

niibhapratap

Quality circles are small groups of employees who meet regularly to identify, analyze, and solve quality, cost, or other work-related problems. This leads to improved performance and a more enriched work life. The objectives of quality circles are to use employee creativity, reduce errors and improve quality, encourage team spirit, increase motivation, improve communication, and contribute to organizational improvement. Quality circles work by having volunteers, set rules and priorities, reach decisions by consensus, and use organized problem-solving approaches. All members receive training and need management support to be effective. The ideal size is 6-7 members.

Embedding a culture of quality: ISO 9001:2015 Focus

Qualsys Ltd

Basic concept of qc

Prabhat Pandey

Quality Circles began in Japan in 1962 as a way to improve quality and productivity by tapping into workers' creativity. A Quality Circle is a voluntary group of employees who meet regularly to discuss work-related issues and offer suggestions for improvements. Implemented correctly, Quality Circles can help businesses reduce costs, increase productivity, and improve employee morale by valuing workers' input and participation in decision-making.

The Compiled Presentation,QC

Tuhin Sarkar

Quality Circles are small groups of employees that voluntarily meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, and morale. Quality Circles utilize people's potential for improvement and create an environment that stimulates commitment to excellence. They follow a structured problem-solving process that involves identifying issues, analyzing causes, generating solutions, implementing the best solution, and presenting results to management.

Quality circles structural od intervention - Organizational Change and Dev...

manumelwin

Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work areas. The objectives are to change attitudes from not caring to caring about quality, promote self-development, build team spirit, and improve organizational culture. Benefits include improved employee-employer relationships, quality, efficiency, problem solving capabilities, and participation. Quality circles use techniques like brainstorming, data analysis, and cause-and-effect analysis. They can be applied in various organizations to solve work-related problems through group efforts.

Chapter 6 tqm high performance workforce management

NIK ROZILAINI WAN MOHAMED

This document discusses workforce management and high performance work systems. It covers classification of workforce management theories including hierarchy of needs and expectancy theory. It also discusses empowering employees, types of teams including management and project teams, and skills for developing and engaging teams such as conflict resolution, decision making, and communication. The final section compares the workforce focus of Baldrige criteria, ISO 9000, and Six Sigma approach.

Quality circle

Saurabh Mishra

Quality Circles are small groups of employees that regularly meet to identify, analyze, and solve work-related problems. They were originally developed in Japan in the 1950s as a participative management technique and problem-solving method. Quality Circles aim to improve workplace practices, productivity, and morale through group discussion and identifying issues that can then be presented to management. An example of successful Quality Circles is their implementation in schools through Student Quality Circles, which were first developed in India and have since spread to other countries.

QUALITY CIRCLE

Vinayakanv Kannur

A quality circle is a volunteer group of workers, led by a supervisor, that identifies, analyzes, and solves work-related problems. They present solutions to management to improve organizational performance and employee motivation/enrichment. Quality circles benefit organizations by developing employees' skills and creating a positive work environment, while also improving products/services and reducing costs through increased efficiency.

Quality cirles

SUBHASH PATEL

This document provides an overview of quality circles. It defines quality circles as small groups of employees who voluntarily meet regularly to identify improvements using problem-solving techniques. It discusses the genesis of quality circles in Japan after World War 2 and their focus on quality improvement. The document outlines the objectives, characteristics, advantages and limitations of quality circles. It also describes the typical process that quality circles use to identify, analyze and solve problems. Finally, it includes a case study example of a quality circle formed to address material waste issues in a workshop.

Terry La Combe Ppt Resume 7 11

tlacombe

This document summarizes the credentials and experience of Terry La Combe as a certified human resources and organizational development leader. It outlines her key attributes such as being a visionary strategist, change agent, and effective communicator. It then details her functional strengths and over 15 years of experience in HR, OD, and leadership roles within the healthcare industry. She has led strategic initiatives improving organizational performance, training programs, and reducing turnover.

Quality circle content and implementation

Jefin Joseph

Professor Kaoru Ishikawa is known as the "Father of quality circles" for launching Japan's quality movement in the 1960s. Quality circles involve small groups voluntarily working to improve quality within their workshops using quality control techniques. The structure of quality circles programs typically involve top management establishing policies, an executive committee to approve programs, a steering committee to provide guidance, and facilitators to train members and coordinate circles. Effective quality circles rely on clear goals, leadership, problem-solving methods, and developing teamwork skills among members.

Quality Circles at BHEL

Nagasudhakar Akula

This document is a project report submitted by Mr. A. Nagasudhakar to Jawaharlal Nehru Technological University in partial fulfillment of the requirements for a Master of Business Administration degree. The report focuses on quality circles at Bharat Heavy Electricals Limited (BHEL). It provides background information on quality circles, including their history and implementation in India. It also describes BHEL's quality circle program and covers common problem solving techniques used by quality circles such as brainstorming, data collection, and cause-and-effect diagrams.

Unit 4 quality circle

Santhana Lakshmi

A quality circle (QC) is a small voluntary group composed of 6-10 employees that regularly meets to identify, analyze, and solve work-related problems. The goal of a QC is to improve quality, productivity, efficiency and work life. Key elements of a QC include members from the same work area or department, a leader to guide discussions, and presenting proposed solutions to management for implementation. If successfully implemented, QCs can provide tangible gains like reduced costs and errors as well as intangible benefits like improved employee involvement, skills, and relationships.

Quality circles

Dhanabalan Chetty

Quality circles are voluntary groups of employees that meet regularly to discuss and solve work-related problems. They aim to improve quality and productivity by empowering employees and involving them in decision-making. For quality circles to be effective, members need training, empowerment from senior management, and clearly defined roles and purposes. However, they also face potential issues like inadequate training, unclear objectives, and lack of management support.

Total quality management vs quality circles, tools

Yasir Hashmi

This document provides information on Total Quality Management (TQM) and Quality Circles. It defines TQM as a process focused on customer expectations, preventing problems, building workforce commitment to quality, and promoting open decision making. Quality Circles are defined as small groups of employees who meet regularly to identify and solve work-related problems. The document outlines the differences between TQM and Quality Circles, objectives of Quality Circles, tools and processes used in each approach, and advantages of implementing TQM.

Exceed Expectation in Employee Survey

Laurence Yap M.A. (UM) CHRM

The document discusses strategies for gaining support from line managers for talent management programs, including facilitating co-design of corporate strategy, identifying business challenges, effective communication, collectively reviewing training programs, creating a teaching culture, conducting talent review meetings, and setting up a council to review programs monthly. The strategies are presented by Laurence Yap, a senior manager of training and organizational development.

Quality of Work Life

Shajar Khan

BVG India Ltd is a flagship facility management company with over 45,000 employees across 70 locations in India. It was established in 1997 and provides services like housekeeping, landscaping, and electrical and mechanical services to 400+ clients in government and private sectors. The document discusses BVG's vision, mission, and the various services it offers. It then outlines the objectives and methodology of a study conducted to understand employee work life quality, satisfaction, and opinions of work culture at BVG. The study found that employees generally appreciate the work culture and career development opportunities, though compensation could be improved. Good performance is rewarded through promotion, job enrichment, and monetary benefits.

Quality circles

mogambo

Quality Circles are voluntary groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality and productivity by empowering employees to participate in decision-making. Quality Circles are typically 3-12 employees who focus on specific issues, meet weekly to analyze problems and propose solutions to management. For Quality Circles to be effective, participation must be voluntary, members must receive training, and senior management must support the circles' empowerment to make decisions.

5 s and quality circle

NIVETHA V

The document discusses 5S and quality circles as tools for total quality management. 5S refers to a system for organizing and standardizing a workplace. It involves sorting, setting in order, shining, standardizing, and sustaining these practices. When implemented through a quality circle, which is a group-based problem solving technique, 5S can lead to benefits like increased productivity, quality and safety while decreasing waste and costs. An example is provided of a community college reprographics shop that saw improved customer service and space optimization from applying 5S through a quality circle.

Final quality circle (4)

Ashwini Savane

Quality circles are small voluntary groups of employees that meet regularly to identify, analyze, and resolve work-related problems. This leads to improved performance and a better work life. Quality circles typically have 8-10 members from the same work area who brainstorm issues and prioritize resolving them. The goal is to improve quality, reduce costs, and enrich the work experience through problem solving, communication and developing employee skills. Quality circles originated in Japan in the 1950s and spread internationally as a participatory management and problem solving technique.

Quality circle - copy

Delwin Arikatt

A quality circle is a group of regular employees who meet regularly to discuss workplace improvements and present ideas to management. Quality circles were first established in Japan in 1962 to promote participative and humanistic management, which values employee input and involvement in problem solving. The objectives of quality circles are to improve quality and productivity through developing employee problem solving skills, teamwork, motivation, and sense of responsibility. A quality circle is typically composed of 8-10 members from the same work area led by a member-selected leader.

Basic concept of q c

Prabhat Pandey

Quality Circles began in Japan in 1962 as a way to improve quality and productivity by tapping into workers' creativity. A Quality Circle is a voluntary group of employees who meet regularly to discuss work-related issues and offer suggestions for improvements. The goal is to increase employee participation and motivation by giving them input into production processes. Quality Circles benefit companies by promoting self-development, teamwork, improved performance, and higher morale.

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National HR Standards as a Foundation for Improving Skills Development

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Supervision-final by Nisar.pptx

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Quality Circles began in Japan in 1962 as a way to improve quality and productivity by tapping into workers' creativity. A Quality Circle is a voluntary group of employees who meet regularly to discuss work-related issues and offer suggestions for improvements. The goal is to increase employee participation and motivation by giving them input into production processes. Quality Circles benefit companies by promoting self-development, teamwork, improved performance, and higher morale.

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Human Factors Keynote talk BP AGT Conference Baku June 14

1. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures Phil Smith MD Critical Team Performance Human Factors in Critical Teams BP Azerbaijan June 2014

2. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  In the past 12 months what has changed in your industry with regards to Human Factors Awareness…..? •  More papers •  More training •  More understanding •  More acceptance

3. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Why incidents happen…..

4. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures PERFORMANCE VERY UNSAFE SPACE Belief Systems. Life Pressures Working at height over 6ʼ’ – wear safety harness INDIVIDUAL BENEFITS Wet, slippy conditions so will wear safety harness today Only on HSSE visit / audit days or manager watching Perceived vulnerability INCIDENT

5. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures • Conformance to Procedures • Leadership

6. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures What causes the breakdown in Conformance to Procedures? •  Not following existing procedures •  Violations by Individuals / Groups •  Human Error •  Time and Job pressure •  Checklists are not available •  A focus on today’s problems •  Limited employee involvement •  Issues with Supervision and complacency.

7. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures

8. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures

9. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures

10. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures

11. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures All personnel must be made aware of their obligation to Stop work that they consider to be unsafe and continue to ask themselves and those that work with them – is it Safe to continue.

12. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures Oil and Gas Industry embracing Crew Resource Management……

13. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures Well Operations Crew Resource Management Recommended Practice

14. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures Aims of WOCRM: -  Perform effectively in a Team context in safety critical operations. -  Have the courage and willingness, where necessary to intervene – and accept interventions from others – in a timely and effective manner.

15. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Help members of the Well Operations Crew recognise when either their own behaviour, or their actions may be interfering with required standards of effective team working and interpersonal behaviours. •  Help Well Operations Crew develop and practice the cognitive and behavioural skills to be able to continue to think, communicate and act as an effective team member, particularly under rapidly changing situations associated with high levels of pressure and stress.

16. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  WOCRM Programme •  Situation Awareness •  Decision Making •  Communication •  Teamwork •  Leadership •  Fatigue and Stress

17. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Understand how problems can be caused in Well Operations with decision errors e.g. confirmation bias and task fixation. •  Understand the requirements of good communication relating to a crew, management and other shifts.

18. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Understand your own role within the team. •  Discuss who is ‘the team’ in a wells operation specific to you. •  Recognise the traits of good, effective leadership and followership and the typical problems that can relate to inadequate leadership.

19. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Understand the importance of setting and maintaining high standards. •  Recognise the causes and effects of stress at work.

20. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  How does this work? •  Generative Organisations •  Foresight •  Belief •  Commitment •  Long-term view

21. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  WOCRM is a skill-set •  Work place based training •  Work place based coaching •  Work as a team – train as a team •  Coaching is the key to behavioural change

22. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures

23. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  6 Modules •  2-3 hours each •  Delivered individually •  Follow up coaching •  Delivered as a package •  3 per day •  All 6 over 2 days •  Follow up coaching

24. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures •  Challenge….. •  As leaders, how can you make the Caspian region the leading Generative WOCRM region in the World and create champions of best practice across the whole sphere of Well Operations?

25. Critical Team Performance Passionate about Excellence 2014 Human Factors Awareness - Improving Conformance to Procedures Phil Smith MD Critical Team Performance Thank you www.criticalteamperformance.co.uk

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