In today’s complex world, capturing data is critical for organizations that want to adapt to a rapidly changing marketplace. Digitally capturing data with RIGOR™, a digital checklist system (DCS) from Check-6, allows companies to develop and track defined results, observe execution behaviors and identify important trends. Captured information, like process completion times and inspection results, tell a story not easily pulled from paper records. Those stories, now resident in a database, can be interpreted, allowing leadership the ability to quickly modify process and behavior to improve performance, maximize output and mitigate human error.
“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.
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.