2006 Hazards - Managing change presentation

Tel: 01492 879813 Mob: 07984 284642andy.brazier@gmail.comwww.andybrazier.co.uk

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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