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2006 Hazards - Managing change presentation

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IChemE Hazards conference. Managing the risks of change

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2006 Hazards - Managing change presentation

  1. 1. Tel: 01492 879813 Mob: 07984 284642 andy.brazier@gmail.com www.andybrazier.co.uk 1 Managing the risks of change New phone number 01492 879813
  2. 2. 2 Change Change
  3. 3. 3 Topics The drivers of change The effects on people The difference between change control and change management.
  4. 4. 4 Drivers of change Regulation Stake holder demands Equipment obsolescence Technology New products Higher profit External force Opportunity
  5. 5. 5 Consequences of change Positive Negative Cheaper Better quality Safer More profit Positive Cost to change Resistance Risk in transition Uncertain result Negative Cheaper Better quality Safer More profit Cost to change Resistance Risk in transition Uncertain result Positive Negative
  6. 6. 6 What changes? – 4 Ps Plant Premises People Procedures Equipment Substances Organisation Quality system Engineering change COSHH Process change Ad hoc systems
  7. 7. 7 Examples of changes affecting people Control rooms Staffing Supervision Shift patterns.
  8. 8. 8 Control rooms New technology More automation More remote.
  9. 9. 9 Potential consequences Positive Cheaper maintenance and modification Automation gives improved productivity Lower costs because less people required to operate Safer location Negative Smaller ‘window’ on the plant + fewer senses can be used to monitor – slower to detect excursions Less hands-on experience operating the plant Can divide control room and field operators Incidents less likely – but higher consequenceIncidents less likely – but higher consequence
  10. 10. 10 Managing control room changes Understand what plant data operators use and how that may be affected by the changes Understand how people communicate and how it may be affected Make sure you are able to get the benefits from the new technology Acknowledge operations are becoming a higher level skill HSE Contract research report 432/2002HSE Contract research report 432/2002
  11. 11. 11 Staffing arrangements Less people More responsibility Multi-skilling Early retirement Freeze on recruitment.
  12. 12. 12 Potential consequences Positive Lower wage bill Lower training expense Simpler organisation Negative Not enough people for high demand situations Loss of technical competence Loss of practice experience Difficult to cover absence Normal operation not a reliable indicationNormal operation not a reliable indication of maximum workloadof maximum workload
  13. 13. 13 Managing staffing changes Know what high demand situations can occur Understand how they are detected, diagnosed and responded to Demonstrate that there will be enough people in the right place at the right time Practical expertise Technical competence Demonstrate that teams will operate effectively HSE Contract research report 348/2001HSE Contract research report 348/2001
  14. 14. 14 Supervision changes Fewer levels of hierarchy Team leaders Self-managed teams.
  15. 15. 15 Potential consequences Positive Improved communication within teams Improved decision making Improved job satisfaction Negative Less control More people need supervisory competence Lack of leadership in emergencies Takes a long time for people to becomeTakes a long time for people to become comfortable with the new stylecomfortable with the new style
  16. 16. 16 Managing supervisory changes Who will perform the supervisory roles? Defining workload, allocating work priorities & manpower Communicating operational information Problem solving/decision making Assessing competence & training requirements Measuring team performance & appraising team members Implementing first-level discipline Investigating incidents Providing leadership in emergency situations How do they become and stay competent? HSE Research report 292HSE Research report 292
  17. 17. 17 Shift patterns Longer or shorter shifts (8 vs 12 hour) Breaks between shifts Breaks between sets of shifts Breaks for holidays.
  18. 18. 18 Potential consequences Positive Reduced fatigue Improved communication Better cover absence More consistent themes Negative Health affects Human error Shift work does not only affect work lifeShift work does not only affect work life
  19. 19. 19 Managing shift pattern changes Identify any fatigue peaks How will sickness absence be covered? How will holidays be covered? How will family/weekend events be covered? What hours will people actually work? Overtime Shift swaps HSE Contract research report 254/1999HSE Contract research report 254/1999
  20. 20. 20 Conclusions There are many changes taking place across industry that affect people and the way they are organised This includes many engineering/technology driven changes Multiple and continuous change are common Current change management systems are often inadequate for addressing all the issues More emphasis on change control rather than management.
  21. 21. 21 Underlying process for managing change Recognise 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
  22. 22. 22 Closing remarks Consider change to be a hazard It doesn’t matter what is changing, the underlying process should be the same Start to think more about change management rather than simply change control Post change review is vital Success is not guaranteed Change is a learning exercise Thank youThank you
  23. 23. 23 Additional slides
  24. 24. 24 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
  25. 25. 25 HSE Guidance Must have systems in place People reviewing change must be competent to assess all risks and identify suitable controls Resources to manage a change must be commensurate with risk Need to account for fact that multiple minor changes can introduce high levels of risk Need good communication to inform and involve people likely to be affected Record actions and decisions in a transparent and audible fashion Recognise there is uncertainty in change

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