2006 hazards - managing change presentation
TRANSCRIPT
Tel: 01492 879813 Mob: 07984 [email protected]
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Managing the risks of change
New phone number01492 879813
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Change
Change
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Topics
The drivers of changeThe effects on peopleThe difference between change control and change management.
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Drivers of change
Regulation
Stake holder demands
Equipment obsolescence
Technology
New products
Higher profit
External force Opportunity
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Consequences of change
Positive Negative
CheaperBetter quality
SaferMore profit
Positive
Cost to changeResistance
Risk in transitionUncertain result
Negative
CheaperBetter quality
SaferMore profit
Cost to changeResistance
Risk in transitionUncertain result
Positive Negative
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What changes? – 4 Ps
Plant
Premises
People
Procedures
Equipment Substances
Organisation
Quality system
Engineering change
COSHHProcess change
Ad hoc systems
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Examples of changes affecting people
Control roomsStaffingSupervisionShift patterns.
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Control rooms
New technologyMore automationMore remote.
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Potential consequencesPositive
Cheaper maintenance and modificationAutomation gives improved productivityLower costs because less people required to operateSafer location
NegativeSmaller ‘window’ on the plant + fewer senses can be used to monitor – slower to detect excursionsLess hands-on experience operating the plantCan divide control room and field operators
Incidents less likely – but higher consequenceIncidents less likely – but higher consequence
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Managing control room changes
Understand what plant data operators use and how that may be affected by the changesUnderstand how people communicate and how it may be affectedMake sure you are able to get the benefits from the new technologyAcknowledge operations are becoming a higher level skill
HSE Contract research report 432/2002HSE Contract research report 432/2002
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Staffing arrangements
Less peopleMore responsibilityMulti-skillingEarly retirementFreeze on recruitment.
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Potential consequencesPositive
Lower wage billLower training expenseSimpler organisation
NegativeNot enough people for high demand situationsLoss of technical competenceLoss of practice experienceDifficult to cover absence
Normal operation not a reliable indication Normal operation not a reliable indication of maximum workloadof maximum workload
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Managing staffing changes
Know what high demand situations can occurUnderstand how they are detected, diagnosed and responded toDemonstrate that there will be enough people in the right place at the right time
Practical expertiseTechnical competence
Demonstrate that teams will operate effectively
HSE Contract research report 348/2001HSE Contract research report 348/2001
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Supervision changes
Fewer levels of hierarchyTeam leadersSelf-managed teams.
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Potential consequences
PositiveImproved communication within teamsImproved decision makingImproved job satisfaction
NegativeLess controlMore people need supervisory competenceLack of leadership in emergencies
Takes a long time for people to become Takes a long time for people to become comfortable with the new stylecomfortable with the new style
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Managing supervisory changesWho will perform the supervisory roles?
Defining workload, allocating work priorities & manpowerCommunicating operational informationProblem solving/decision makingAssessing competence & training requirementsMeasuring team performance & appraising team membersImplementing first-level disciplineInvestigating incidentsProviding leadership in emergency situations
How do they become and stay competent?
HSE Research report 292HSE Research report 292
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Shift patterns
Longer or shorter shifts (8 vs 12 hour)Breaks between shiftsBreaks between sets of shiftsBreaks for holidays.
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Potential consequences
PositiveReduced fatigueImproved communicationBetter cover absenceMore consistent themes
NegativeHealth affectsHuman error
Shift work does not only affect work lifeShift work does not only affect work life
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Managing shift pattern changes
Identify any fatigue peaksHow will sickness absence be covered?How will holidays be covered?How will family/weekend events be covered?What hours will people actually work?
OvertimeShift swaps
HSE Contract research report 254/1999HSE Contract research report 254/1999
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Conclusions
There are many changes taking place across industry that affect people and the way they are organised
This includes many engineering/technology driven changesMultiple and continuous change are common
Current change management systems are often inadequate for addressing all the issuesMore emphasis on change control rather than management.
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Underlying process for managing changeRecognise situations when change will occur
Assess benefits & risks
Implement change
Confirm change complete
Re-commission system
Review change
Approve plan
‘Everyone’ needs to be able to recognise change
Address informal arrangements
‘Sell’ change & get buy-in
End user involvement
Achieve acceptance
Achieve competence
Operational experience
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Closing remarks
Consider change to be a hazardIt doesn’t matter what is changing, the underlying process should be the sameStart to think more about change management rather than simply change controlPost change review is vital
Success is not guaranteedChange is a learning exercise
Thank youThank you
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Additional slides
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Managing risks
Identify hazards
Assess risks
Identify controls
Risk tolerable?
Change = hazard
Implement & review
Yes
No
During change &end result
Implementation plan
Approve change
Make change. Review during & after
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HSE Guidance
Must have systems in placePeople reviewing change must be competent to assess all risks and identify suitable controlsResources to manage a change must be commensurate with riskNeed to account for fact that multiple minor changes can introduce high levels of riskNeed good communication to inform and involve people likely to be affectedRecord actions and decisions in a transparent and audible fashionRecognise there is uncertainty in change