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.
The National Commission on the BP Deepwater Horizon Oil Spill and Offshore Drilling Report to the President captures perfectly the failure to address risk during drilling operations on the Macondo well in the Gulf of Mexico:
Michael "Buck" Dodick will be speaking at the IADC HSE&T Conference & Exhibition in Houston this week. His presentation,Human Performance: The Key to Rig Mobilization Improvement, is on Day 1 (Tuesday, February 2nd) at 11:30am.
Last week, Check-6 attended the Offshore Well Control Conference here in Houston, Texas. The second year we've exhibit and presented at the event, this year Dan "Geezer" Gilkey presented Fighting the War on Human Error.
Gilkey, a former USMC AV-8B Harrier Instructor Pilot and Gulfstream Corporate Pilot, gave a compelling presentation on applying the best practices and lessons learned from the United States Marine Corps to the Oil & Gas industry. The struggles that the O&G industry is fighting are the exact same struggles in military aviation. Both industries are in the endless war on human error! Preventing human error is not just related to safety. While people are always our most valuable resource, human error consumes other valuable resources and is the perpetual enemy of performance and efficiency.
The lessons learned in military combat and aviation have a tremendous amount to offer to Oil & Gas, both in Human Factors training, and regulatory overcompensation. We have entered an era that will change the industry forever. Some safety practitioners feel that by piling on more policies and procedures into the organization, the organization will fix the people. Unfortunately, human error is inevitable and it’s personal. The only way to manage change a culture is through a systematic method of crosschecks, mutual support, and leadership.
The lessons learned in military combat and aviation have a tremendous amount to offer to Oil & Gas, both in Human Factors training, and regulatory overcompensation. We need to understand that we are human and will make errors. The only way to manage that fact is through a systematic method of crosschecks, mutual support, and leadership. Crosschecks are built on the knowledge of human behavior. If we know a human will fail under certain circumstances, we mitigate the circumstance through the use of standardized procedures and checklists. Mutual Support eliminates single point failures and adds another set of eyes to the job. A combat pilot never flies without his wingman! Mutual Support also implies a culture of continuous training and mentorship. Training frequency should not be measured in years, but in days. It should happen every day on every job.
At the Chayvo OPF, ENL declared a Safety Stand-down and asked Check-6 to develop a briefing on the Step Back 5 X 5 Program. Check-6 developed the briefing and provided it to ENL employees and Contractors during the week of 13 October.
On 1 August 2014, George "Jorge" Spoth conducted a Performance Excellence Workshop for 25 members of AGUASIN in Antofagasta, Chile. George focused on skills and methods that ensure continuous improvement and team optimization in the work place and culminated the training with a team building exercise that put those skills into practice. In addition, the workshop included an anonymous operational and safety culture survey called Instant Insight. The workshop marked the first event conducted by Check-6's entity in Chile.
Check-6 Mining is conducting a New Miner Training in Minnesota for 4 new mining coaches. We would like to welcome to the Mining Team: “Jethro”, “BillyD”, “Barney” and “Triple J”. The training will be conducted concurrent with Performance coaching at a Cliffs Natural Resource mine. Also in the picture are Thumper, Filthy, PX, Lawman, HoneyBadger, and Durk.