Aligning Behaviors for Incident Free Operations
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This document discusses how increasing complexity challenges operational safety and risk management. It proposes aligning employee behaviors through a four step approach of leadership commitment, awareness building, action planning, and sustainment. Behaviors are defined by five pillars: questioning attitude, integrity, engagement, increasing knowledge, and structured approach. Applying these behaviors and "why analytics" critical thinking skills can help address complexity's impacts and reduce incidents. Leaders must focus on systematically managing complexity through a culture where behaviors are simple, aligned, alive, and assimilated throughout the organization.
Aligning Behaviors for Incident Free Operations
- 1. Aligning Behaviors for Incident Free Operations AFPM Process Safety Group March 23, 2015
- 2. Objectives • Address the challenge of complexity • Describe how complexity impacts safety and risk management • Identify a new approach to aligning behaviors Wilson Perumal & Company, Inc. 2 • Identify a new approach to aligning behaviors
- 3. Complexity is stretching the capabilities of most organizations TECHNOLOGY IS MORE COMPLEX PRODUCTS & SERVICES MORE COMPLEX XXXX Wilson Perumal & Company, Inc. 3 PROCESSES MORE COMPLEX ORGANIZATIONS MORE COMPLEX REGULATIONS MORE COMPLEX MARKETS MORE COMPLEX XXXX XXXX XXXX XXXX
- 4. Companies are passing a complexity threshold VALUE COST & RISK (exponential growth) $ #Items #links 1 0 2 1 3 3 Operational risk grows exponentially with complexity Many companies An increasing number of companies are here Wilson Perumal & Company, Inc. 4 VALUE (diminishing returns) 4 6 5 10 … 10 45 Complexity Few companies are still here Many companies are here
- 5. Response to incidents adds complexity Complexity increases Poor execution More people & processes Wilson Perumal & Company, Inc. 5 execution Loss of process control Poor business results & processes Vicious Complexity Cycle
- 6. Complexity is a major contributor to human error Leaders must dig deeper to systemic cause of incidents • Too many programs • Too much change Wilson Perumal & Company, Inc. 6 • Too much change • Unclear expectations • Misaligned behaviors • Overload creates “personal management systems” • Physical fatigue • Mental exhaustion
- 7. Highly-regarded organizations struggle to manage complexity and risk Examples: 2015 – BNSF Crude Train Derailment, IL 2015 – ExxonMobil Torrance Fire 2012 – Chevron Richmond Fire 2010 – BP Deepwater Horizon oil spill 2010 – Tesoro Anacortes Explosion 2005 – Texas City Explosion Wilson Perumal & Company, Inc. Complexity Risk 7 These organizations all had well-developed risk management programs and management systems
- 8. BehaviorsBehaviors SystemsSystems ExecutionExecution A fresh look at operational discipline and behaviors Aligned behaviors are the foundation for excellence 8Wilson Perumal & Company, Inc.
- 9. The right behaviors and culture are essential What We DoHow We Do It Operational Excellence Procedures Standards Work Processes Values Behaviors – “Doing the Premier Refinery 9 Work Processes Systems “Doing the Right Thing, the Right Way, Every Time” Processes and procedures, without a culture that embraces values and behaviors, will not result in Operational Excellence Wilson Perumal & Company, Inc.
- 10. The Nuclear Navy’s culture and system stand out “The nuclear navy emphasizes training and education in a way that would be thoroughly astonishing if you were not already familiar with it. And I urge you, in the strongest possible terms, to take a look at that program.” President’s Commission on Three-Mile Island Dr. John Deutsch, Director of Energy Research & Acting Secretary of Energy Technology, U.S. DOE 10 Acting Secretary of Energy Technology, U.S. DOE “One of the best examples of the creation of an HRO culture is the US nuclear navy.” —Andrew Hopkins, Failure to Learn BP Texas City Refinery Disaster Wilson Perumal & Company, Inc.
- 11. Behaviors must be simple, aligned, alive and assimilated CONTINUITY OF POWER REACTOR SAFETY The “Pillars of the Program” Wilson Perumal & Company, Inc. 11 • Level of Knowledge • Formality • Questioning Attitude • Forceful Watch Team Backup • Integrity LEVELOFKNOWLEDGE FORMALITY QUESTIONINGATTITUDE FORCEFULBACKUP INTEGRITY The “Pillars of the Program”
- 12. Four step approach to align behaviors and reduce incidents LeadershipLeadership • Refinery Manager design, ownership and support • Leadership Team adoption and ownership AwarenessAwareness • Kick-off sessions • Roles Sheet development and ownership ActionAction • One-on-one meeting with employees to SustainmentSustainment • Leadership involvement 12 ownership • Set expectations for support of and reward for behaviors • Behaviors become the “way we work” not a program or slogan • Involve union leadership as an owner ownership • Development of Improvement Action Plans • Communicate behaviors as an aligned way of thinking and acting NOT a program • Common critical thinking skills are put in place to enable behavior application (Why Analytics) with employees to discuss expectations and create Improvement Action Plan • Coaching to move from awareness to implementation • Use Five Pillar Behaviors and Why Analytics for problem solving (Could, Is, Did) • Leadership involvement • Hiring for Five Pillar Behaviors • Onboarding process • Performance review process • Talent management • Integrate into Supervisor training • Communication of successes Wilson Perumal & Company, Inc.
- 13. A powerful tool to drive change and improvement • Questioning Attitude • Integrity and Courage • Engagement • Increasing Knowledge Structured Approach Five Pillar Behaviors: Role Sheets And Improvement Action Plan Worksheet 13 • Structured Approach Role Sheets developed for all positions in the company Improvement Action Plan Worksheets define areas for personal improvement The improvement process works best when managers and supervisors interact with individuals, drive and lead the process Wilson Perumal & Company, Inc.
- 14. Why Analytics: an effective way to apply the Pillars Develop skills in all segments of the refinery (Operations, Maintenance, Engineering, SHE, Accounting, Executives) Integrates with the 14 Integrates with the Pillars, shows how to apply the Pillars Builds common language of critical thinking skills Simple to apply Our experience is that participant feedback very positive – ability to improve problem solving has been demonstrated Wilson Perumal & Company, Inc.
- 15. Build a people advantage Roles Mission, Vision and Values Simple Intuitive, fundamental behaviors, can be easily described at any organizational level Aligned Behaviors apply to everyone without exception 15 Behaviors Expectations Tasks exception Alive Driven by leadership, not a slogan or poster, what we expect from all Assimilated Part of goals, performance review, pay, hiring, promotion, development, strategic HR commitment, investment and technology strategies Wilson Perumal & Company, Inc.
- 16. Summary • Complexity must be systematically addressed • Take a fresh look at the alignment of behaviors within your company Wilson Perumal & Company, Inc. 16 • The human impacts of complexity and misaligned behaviors are the next focus area to reduce incidents and improve performance consistency
- 17. Brian Flis bflis@wilsonperumal.com Contact Info: North America Europe Two Galleria Tower 13355 Noel Road, Suite 1100 Dallas, TX 75240 972-716-3930 Longcroft House 2/8 Victoria Avenue London, EC2M 4NS +44 (0)203 206 1496 bflis@wilsonperumal.com 719-332-6227 www.wilsonperumal.com