“As an independent oil and gas exploration and production company working in the north-eastern U.S, our rig mobilization times are higher than we would like them to be. Taking over eight and a half days to move a rig is counterproductive and reducing our non-productive time is imperative for our organization to improve our overall financial operational efficiency while also improving safety.” – Drilling Superintendent
The Institute of Medicine estimated that up to 98,000 people a year die [in the US] because of mistakes in hospitals; subsequent reports have said the number is much higher as reported by the Joint Commission Center for Transforming Healthcare.
While many rig teams have shown excellent performance in rig mobilization over the years, others still struggle.
The “Miracle on the Hudson” crew used Crew Resource Management, standard procedures and professionalism to succeed…and sounded cool doing it.
Every organization has a culture, or more succinctly a set of acceptable team behaviors. The use of ‘leading indicators’ can allow leaders to earlier identify and mitigate lagging performance or even prevent a disaster. Assuming leaders recognize the leading indicators of poor performance for their workforce, how do they affect the change that drives precision operations... and more importantly, how do they make it stick?
Topics: Change Management
Most people’s experience with an aircraft carrier is probably a few video clips seen on the evening news. They tend to think of aircraft taking off in after-burner on a mission relevant to the daily news. But, have you ever considered the complexity of the environment in which those aircraft operate and the absolute need for reliability? An aircraft carrier is very similar to numerous industrial environments. They have been described as floating cities, but what does that mean beyond being…well, big?
Organizational change is hard. Sustaining organizational change is even harder. Decades of research attests to this simple truth. In fact, studies indicate that roughly 70% of change programs fail to meet intended objectives, or fall well short of attaining expected outcomes for host organizations. This includes some disciplined and well-established “Operational Excellence” programs and processes like Lean, Six Sigma and Agile that, while initially successful, routinely find themselves unable to sustain hard earned performance gains or generate new gains through a culture of Continuous Improvement (CI). In fact, the very concept of CI demands that organizations commit to a non-stop cycle of continuous change.
Errors cost money, and sometimes significantly more in terms of social capital and lives lost. As long as people are involved with performing a process, the threat of human error exists. As has been demonstrated in every industry and profession, people are susceptible to making mistakes regardless of their intelligence, training, or amount of experience.