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A holistic approach to Safety and Asset Integrity Excellence

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A holistic approach to Safety and Asset Integrity Excellence

  1. 1. A holistic approach to Safety and Asset Integrity Excellence Identification • Mitigation • Value-Creation Kienbaum Management Consultants July 2016
  2. 2. Conventional wisdom sees process safety and machine integrity and maintenance as two separate areas of operating practice. Viewing them as elements of the same system is an innovative approach that not only manages composite risk but also adds significant operating value. These components are both being addressed separately already by many companies without success. To change that, an unconventional approach is required: data and prescriptive analytics, applied specifically to safety and maintenance. Humans and equipment both exhibit variation, but safety and equipment incidents are viewed separately – should they be? Example: Three Mile Island » Three Mile Island was a nuclear meltdown in Pennsylvania in 1979 » No single action or inaction was identified as the cause » Rather, a complex and interlinked series of mechanical failures, human judgments, engineering designs, operational implementations and team interfaces occurred » An initial equipment failure was proceeded with errors made by the human operators » The operators become overloaded with incoming data and were unable to process and react to all of it » The incident was the result of a combination of errors in equipment, humans, and data » This incident, and many others, can be avoided by viewing risk in a composite manner 2
  3. 3. 80% - 90% of all incidents are caused by human error, but the traditional focus of process safety efforts is 80% on technical prevention Three Mile Island: Risk from People & Machines » Humans will be a significant risk contributor to any risk profile » The case of Three Mile Island exemplifies this: no intentional mistake occurred » Nonetheless, mistakes occurred and that risk will always be present » Equipment malfunctions & breakdowns can’t be avoided, but can be planned for » Every piece of equipment deteriorates and only by planning for that deterioration can you limit your risk exposure » Approaching these risks as though they create different categorical incidents limits effectiveness of mitigation strategies – Strategies that account for both risk types will be the most successful. Humans need to interact with machines that might malfunction or breakdown, but risks can be mitigated and diminished This incident, like many others, could have been avoided with a composite risk approach and strategy » If you have good data with KPIs, you can describe what is happening, then predict what will happen, and prescribe actions » Proper training, safety and asset management, and behavior based safety will enable people to know how to act when assets don’t perform » A risk conscious culture & workplace designed to help mitigate risks & create value 3
  4. 4. Risk comes from multiple points and should be proactively managed as major incidents rarely result from a single cause or failure Kienbaum Process Risk Control System Rather, multiple failures coincide and collectively result in an exceptional event with severe consequences. 4
  5. 5. 5 All safety and asset integrity excellence elements must be aligned and working together to ensure risk mitigation and value creation Key elements to holistic Safety and Asset Integrity Excellence Source: Kienbaum OperativeStrategic PeopleOrganization ChangeManagement Workplace Design Management System Data & Analytics Safety and Asset Management Compliance Behavior based safety & asset integrity training KPIs & Management Cockpit Risk Culture Strategy
  6. 6. 6 Data & Analytics Foster a culture of risk mitigation and compliance that is central to all of the organization’s ability to support a comprehensive risk based controls framework Kienbaum Model: Safety and Asset Integrity Excellence 1. Enable employees to perform with a clearly defined, depicted, and communicated vision of safety and asset integrity excellence. Implement a strategy of robust risk avoidance, adding value by mitigating composite risk in a data-driven, continuously improving, compliant and holistic way 2. Facilitate an organizational culture of value creation, pushing for proactive moves to mitigate any risks rather than waiting to react after a preventable incident. Empower employees to feel part of the movement as they continuously grow and learn to mitigate risk, generating holistic value 3. Develop an effective KPI system that effectively triggers root-cause analyses, mitigates risks, develops remedial actions and follows through on effectiveness through (planning / reporting / meeting / evaluation structure) based on the established KPI system, to achieve sustainability for the systems and activities implemented 4. Establish real time information composite risk dashboards that allow for fast decision making to assist with mitigating risks and adding value. This allows further investigation of root-cause analyses of incidents and non-incidents to begin proactive elimination of risk and further understanding of non-incidents, creating additional value 5. Monitor and predict incident risks with data and analytics to close gaps between current performance and sustainable excellence. Remove risks with predictive analytics before gaps materialize, while prescribing resolutions and adding enormous value Strategy KPIs and Management Cockpit Risk Culture Management System
  7. 7. 7 Safety and Asset Management Foster a culture of risk mitigation and compliance that is central to all of the organization’s ability to support a comprehensive risk based controls framework Kienbaum Model: Safety and Asset Integrity Excellence Behavior based safety & asset integrity training Change Management 6. Utilize already available data and predict potential future incidents while satisfying shareholder and delivery objectives through efficient asset management and safety interventions 7. Eliminate risk for human, machine, and the human-machine interaction. Create value by designing an efficient and ergonomic workplace, and make it impossible for accidents to occur. Employee engagement and interaction is increased with proper workplace design, contributing to a cultural payoff while working in a safer environment 8. Design and implement meaningful and effective employee training and empowerment through a well supported and managed BBS system and asset training program. Help employees engage in safe behaviors, providing opportunities for risk avoidance and improvement in safety for the organization 9. Enforce a comprehensive compliance approach that enables the organization to evaluate all pertinent risks and monitor mitigation while enforcing best and safe industry practices to prevent disruption of operations and eliminate potential risks 10.Accompany the change management, a key element of most effective risk mitigation systems, that assists with a creative a proactive culture in the organization (e.g. through highly effective workshop formats and long term auditing of the management system). Establish an effective communication strategy to accompany the change process on all levels Workplace Design Compliance
  8. 8. Strategy A strategic and systematic composite risk strategy is necessary to achieve world class Safety and Asset Integrity Excellence Strategy: Composite risk avoidance and value creation » Assess composite risks as part of the strategic planning process » Understand components of risk, how to measure it and develop next steps based on data » Human, technical, and environmental issues must be placed in the center of Safety and Asset Integrity Excellence initiatives » When incidents are viewed in the same category, new and comprehensive ways can be developed to approach and mitigate them » Employees perform safely when leaders actively & consistently demonstrate that safety is important through their decisions and actions » Assets perform efficiently when they are proactively managed for risk and prescribed actions for incident avoidance » Identify and mitigate composite risk, close gaps, while adding enormous value to the organization Key points of a composite risk avoidance WorkplacePeople Equipment Equipment + People Workplace + Equipment + People 8
  9. 9. Create a company culture where the focus is on “Value Creation” instead of value protection FOCUS on what goes wrong » Reduced number of adverse events » Find underlying causes & malfunctions » Eliminate causes & improve barriers » Learning uses only small fraction of the data » (10-4 = 1 incident per 10,000 events) FOCUS on what goes right » Ability to succeed under varying conditions » Understand why normal performance succeeds » Use that to perform better and safer » Learning uses most of the data » (10-4 = 9.999 non-failures per 10,000 events) Reactive response to incidents vs a proactive response to non-incidents VALUE PROTECTION VALUE CREATION FAILURE SUCCESS REACTIVE PROACTIVE Risk Culture Create a culture of continuous learning, where all feel responsible for value creation and risk mitigation. 9
  10. 10. An efficient management system is one of the foundations for the successful steering of sustainable business processes Elements and interactions within a management system and the DADA-loop A well working management system with coordinated elements (KPIs, meetings, reports) stimulates root-cause analyses, following through on decisions, tracking their effectiveness and further development, which adds value while mitigating risk. DADA: Data, Analysis, Decision, Action; KPI: Key Performance Indicator; CIP: Continuous Improvement Process; BPST: Basic Problem Solving Tools Seite 1 von 1 Datum: 23.07.2009Besprechungsrichtlinie Tgl. Abteilungsbesprechung PROD HUS (vorläufig) Häufigkeit: täglich Mo-Fr 08:45-09:00 Ort: HUS, Büro Herr Roth Dauer: 15 min Verantwortlichkeit: J. Roth TEILNEHMER: J. Roth, Frühschicht-Meister M, Frühschicht- Meister E, O. Carstens (Vertr.), AV? Grundregeln: 1. Pünktlichkeit 2. Jeder ist für Ausführung seiner Aktionen verantwortlich 3. Offene & ehrliche Kommunikation 4. Ausreden lassen / nicht ins Wort fallen 5. Inhalts-Diskussionen in Detailbesprechung 6. Keine Nebengespräche / Handys aus oder stumm 7. Alle kommen vorbereitet AGENDA: 1. Durchsicht letzte Aktionsliste/Schichtber. JR 03‘ 2. Betriebsergebnisse/ Störungen vom Vortag  Arbeitssicherheit/ 5S Mstr 01‘  Montage – Mechanik Mstr M 02‘  Montage – Elektrik Mstr E 02‘  Sonstiges JR 02‘ 3. Abweich./ Probleme -> Maßnahmen alle/JR 02‘ 4. Neue Tagesplanung (Prod./Verlad.) JR 02‘ 5. Abstimmung der neuen Aktionen JR 01‘ ZIELE: 1. Ursachen von Störungen bzw. Planabweichungen identifizieren 2. Kurzfrist-Maßnahmen zur Leistungssteigerung generieren 3. Korrektur des Tageplanes und der Tagesziele -> Optimale PROD-Planung & beste PROD-Leistung INPUTS: 1. Schichtbericht/Aktionsliste 2. KIS-Formblätter 3. Tgl./wtl. PROD-Bericht 4. Verlade-Plan 5. Produktions-Wo-Plan (Hallenbelegungsplan) OUTPUTS: 1. Abgestimmter Tages-Plan (Fertigungsübersicht) 2. Aktualisierte Aktionsliste/Schichtbericht Budget Forecast Corporate Targets Corporate Strategy Prev. Maint. Planning Inventory Planning Project Planning Production Planning Maint. Rev. Meeting Production Meeting TPM Meeting MT Meeting Profit & Loss Report Project Status Report BU/MT KPI Report PSE Dashboard Analysis Data Action DecisionCIP Forecast Plan Control ReportKPIs ManagementManagementMenschenMenschen MethodikMethodikMaterialMaterial Ursachenanalyse Fischgräten-Diagramm Verkleidung23. Juli 2009 Bereich Teilnahm: Datum: Problem: Starke Verzögerung beim KranträgerUngünstige Arbeits- bedingungen Ungünstige Arbeits- bedingungen Arbeitshöhe des Trägers erschwert Arbeiten Arbeitshöhe des Trägers erschwert Arbeiten Die Höhe der Böcke ist zu niedrig/hoch Die Höhe der Böcke ist zu niedrig/hoch Böcke, welche unter Last höhenverstellbar sind anschaffen Böcke, welche unter Last höhenverstellbar sind anschaffen Späte Material- Lieferungen Späte Material- Lieferungen Fehlende Stahlbauteile Fehlende Stahlbauteile Falsche Buchungen Falsche Buchungen Bestellungen zu spät Bestellungen zu spät Fehlende Buchungen Fehlende Buchungen Nicht genügend Lieferanten Nicht genügend Lieferanten Fehlendes Personal im Magazin Fehlendes Personal im Magazin Hoher Personalbedarf für Operation Hoher Personalbedarf für Operation Inventur im Magazin (eingeforeren) Inventur im Magazin (eingeforeren) Fehlende Information über Inventurzeitpunkt Fehlende Information über Inventurzeitpunkt Fehlende Hilfsvorrichtung Fehlende Hilfsvorrichtung Prozess-Änderung (Bauteil nicht vormontiert) Prozess-Änderung (Bauteil nicht vormontiert) Weitere Lieferanten aufbauen Weitere Lieferanten aufbauen Bedarfsplanung verbessern Bedarfsplanung verbessern Information von Magazin bzgl. Inventur erhalten Information von Magazin bzgl. Inventur erhalten Klare Regelung für Entnahme während Inventur Klare Regelung für Entnahme während Inventur Hilfsvorrichtung konstruieren und kaufen Hilfsvorrichtung konstruieren und kaufen Kranträger wieder bei Lieferant montieren lassen Kranträger wieder bei Lieferant montieren lassen Getrennte Zulieferung der Teile Getrennte Zulieferung der Teile Löcher sind falsch Löcher sind falsch Zeichnungen fehlen Zeichnungen fehlen Wurden nicht erstellt Wurden nicht erstellt Waren nie notwendig Waren nie notwendig Intensivere WE- Prüfung durch QS Intensivere WE- Prüfung durch QS Maße an Lieferanten verteilen Maße an Lieferanten verteilen Maße in Arbeitsanw eisung Maße in Arbeitsanw eisung Meetings Action Logs BPST Cockpits Management System 10
  11. 11. Fully automated KPI information cockpits speed up your decision making processes through real time visualization of KPI performance Risk Dashboard KPIs & Management Cockpit Dashboard Examples View performance in real time and ensure timely reaction to incidents Use data to further investigate root causes of incidents and non- incidents to begin proactive elimination of risk and further understanding of non-incidents, creating additional value 11
  12. 12. Data needs to be collected from all sources and aggregated before it can be used for any analytics Data collection sources, methods, and outputs » Every possible data source should be used to measure as much as possible » Lack of GOOD, usable data is the biggest barrier to using analytics to mitigate incidents • If possible, a data champion or data champions should be encouraged • These are individuals who encourage their teams and companies to address poor data at the source to find the root causes of problems and eliminate them • Addressing poor data proactively is the only way to eliminate it Existing Data Processes » Companies already gather data from different sources; some even use this data » Where companies fall short is combining this data into one data set that further information can be gathered from; rather, they use each data set independently Future Data Processes » If companies already gather data, what is the meaning of good, usable data • The combination of multiple data sources into a single data set » By combining this data from different sources into a single data set, advanced algorithms are used to glean new insights, leading to innovative outcomes ? Data & Analytics 12
  13. 13. 13 Kienbaum helps companies progress through the five levels or stages of using data and analytics to achieve big data excellence Five levels of data analytics Level 1: Basic analytics » Standard RCA and application of PDCA » Firefighting to deal with problems Level 2: Descriptive analytics » Applying structural lean six sigma on single source data » Descriptive statistics and regression analyses to understand past trends Level 3: Predictive analytics Level 4: Prescriptive analytics » Start modeling future outcomes with past data » R-analyses on multiple sources » Converting trends into future scenarios to make decisions » Complex algorithms using multiple sources of data to convert into action Level 5: Big data excellence Action to take Looking Ahead Looking Back Data & Analytics
  14. 14. 14 Data is the start of a closed feedback loop, the DADA cycle, that results in a proactive system and triggers discussions Continuous performance improvement through analytics Data modelling Data Analysis Decision Action » As change experts, Kienbaum enables organizations to improve performance and mitigate risk by aiding in transformation to create an environment for growth and improvement » We proactively improve performance by continuously feeding the DADA circle with the data modelling output, focusing on improvement actions » By combining behavioral change with the prescriptive analytics, we enable organizations to grow from a level 1 state to a level 5 state » By working with those involved in the processes, we go beyond prescribing actions to develop a strategy to ensure that the actions are followed and become anchored in the organization » This includes creating a feedback loop with those carrying out the actions to continuously improve the action plan Remarks DADA Cycle Data & Analytics
  15. 15. Once data is gathered, a model is created that is updated in real time and gives real time output on risk levels while creating value Risk Mitigation Process The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies to reduce the likelihood of an incident Data & Analytics The model output is a real time monitoring of incident risk levels that is used to alert and offer mitigation strategies to reduce the likelihood of an incident. Data Descriptive Analytics Monitoring Predictive Analytics What happened What is happening What will happen Incident Monitoring Model Incident Mitigation Strategy Prescriptive Analytics 15
  16. 16. » The plan is rolled out to employees who are engaged at each step in the process » Their safety is the primary driver and their input therefore is invaluable » Now that we know Thomas is at risk and we have a plan to prevent an accident, we ensure Thomas sticks to the plan and gives us feedback on how to improve the plan PlanExecution Once safety risks are identified and actions are prescribed, strategies for risk mitigation plans need to be created and executed Data and analytics in safety » Fatigue is addressed and managed via prescriptive analytics » Risk factors are identified prior to accidents and can be actively mitigated in real timePlanPlan » Using analytics, Kienbaum will create a forward-looking model that goes beyond analyzing accidents to predict risk and incidents » By using data already being collected, we create a model that accounts for dozens of factors contributing to fatigue such as workload » An example from the S&L industry: » Thomas has been with the company for 22 years working in the northeast region » It is a cold Monday afternoon in Vermont in mid January » Thomas has already been working for 6 hours and lifted dozens of boxes, including a larger than normal workload that morning from the weekend rush » Given his tenure, workload for the past month, the day, and the last hour, as well as the time/date/location, and dozens of other factors, Thomas 46% more likely than normal to be injured in the next 30 minutes » Given this information, a pre-defined plan to mitigate this risk and prevent the potential injury to Thomas is employed in real time Safety and Asset Management 16
  17. 17. Enable the organization to meet its shareholder and service delivery objectives efficiently and effectively through Asset Management Data and analytics in assets Safety and Asset Management Remarks » Regular maintenance actions » Example: Replace gasket every odd- numbered week or after 10,000 hours of runtime » Conditional repairs when necessary » Example: Inspection of wall thickness shows it is <25mm » Data from the process, current weather conditions, operating date, and shift log data are all aggregated » This data is used to determine that running product A during the current time will be too much for the pipe to handle Planned Predictive Preventive Maintenance » Current maintenance processes are manual and non-digital, making them prone to errors, while fixed time or planned maintenance is insufficient » Example: Take shipping employee Thomas driving a truck • According to the maintenance schedule, Thomas’s truck is due to have new tires put on the vehicle in two weeks • However, it is the middle of winter in the northeast and there is a storm coming in • Accounting for all of this information, the analytics say to replace the tire early to avoid an equipment malfunction » By accounting for not only the past data on tire life, but also the data on weather conditions on equipment, among other factors, an incident is avoided that would have otherwise occurred » Take already available maintenance data in combination with predictive analytics to forecast equipment failures instead of evaluating trends 17
  18. 18. Create a system of asset management that is self-learning and self-improving for the optimal asset lifespan Analytics combined with TPM create more availability and increased reliability 18 Failure to be Avoided Detection of future failure Forecast timing of failure Forecast of likely consequence Prescribe corrective action Corrective action taken » Current TPM activities can go farther to eliminate risk and add value to assets with analytics » Current programs use data from all sources such as smart sensors, existing TPM data, and others • With data, companies can estimate the remaining life of the asset and when a replacement is due, all while scheduling regular preventive maintenance and maintaining the right inventory levels for spare parts » Analytics go further to aggregate all data, and combine it with other, real-time data such as weather conditions, time, and dozens of other available data sources into one source to use all data to analyze and make new, previously unavailable connections » Then, models compare current, real-time states to normal or ideal states and use advanced algorithms to detect small variances for each asset, which can warn of problems that would have otherwise been missed without aggregated data and associated algorithms » When a problem is detected, operators, supervisors, and maintenance are notified at the optimal times, mitigating the risk of collateral damage and secondary failure and preventing significant production downtime, maximizing equipment life, improving reliability, and increasing availability Improve reliability and increase availability with analytics Safety and Asset Management
  19. 19. A composite view of risk will detect and avoid potential incidents that would have otherwise occurred Unifying risk mitigation strategies leads to more desired outcomes By unifying efforts and taking a composite risk approach, a different outcome occurs: » Now imagine that a unified system took all of this information and alerted a supervisor and Thomas that there was a potential situation » Thomas takes his prescribed break, and is more aware of the balding ties, all of which leads Thomas to safely finish his shift without an incident Risk from machinesRisk from people » Take Thomas who is fatigued and working in poor weather » But, Thomas has not reached a threshold for any alert » Thomas’s truck is within the limit for its condition but close to the limit for needing new tires and belts » Taking these potential incidents separately would not create an alert that an incident is possible » As a result, the combination of the balding tires, winter weather, and Thomas’s decreased reaction times have led to an accident Overall Risk Safety and Asset Management 19
  20. 20. 20 Value creation and risk elimination for both human, machine, and the human-machine interaction Designing the workplace to avoid incidents and create value Workplace design » No one wants to make an error or for a machine to breakdown – make it as difficult as possible by designing risk out of a workplace » Optimize worker well-bring, productivity, while minimizing stress on machines due to controllable factors » Involve engineering, management, operators, and maintenance during each phase of new equipment design & purchase to create better equipment, fewer errors, easier operation & maintenance » Address crucial elements such as ergonomics, ventilation, and noise requirements for the anticipated work, machine safeguarding, materials handling & storage, use of automated processes, and added reserve capacity » Incident or emergency planning for weather or stemming from contractors and manmade issues » Create an efficient human-machine interaction and design out as much risk as possible by identifying and focusing design effort on critical activities throughout development Eliminate sources of risk Develop and implement a comprehensive and workplace specific program from the start and prevent potential risks. Recommended workstation design
  21. 21. Ensure Behavior Based Safety and Asset Integrity through data-driven programs, that focus on both human and machine factors Behavior based safety and integrity training BBS and asset integrity training prepare all employees for dealing with all aspects of the job to properly handle any potential risk scenarios. Behavior based safety and asset integrity training Remarks » Behavior based safety and integrity training creates a culture of reinforcement and communication » Internalize risk and hazard avoidance strategies and proper use of PPE, while ensuring properly and efficiently functioning assets through training and continued learning » Embed integrity management into the organization through risk assessment, mechanical integrity, critical equipment checks, and personnel safety » Emphasize equipment reliability and integrity by addressing human factors together with smart machines that send warning signals alerting of potential risks » Facilitate community awareness and foster a culture of assessments and improvements » Involve all employees, from senior management to front line workers, to achieve a successful BBS and Asset Integrity program Components of BBS and Asset Integrity Training 21
  22. 22. 22 A comprehensive approach to compliance and best practices enables your organization to evaluate all pertinent risks Compliance Compliance Ensure compliance and implement best practices » Industry recognized systems can provide consistency between organizations, but are often limited to compliance with the standard and the expectations of the “average” industry performer, rather than best-in-class » Ensure compliance with Internal and legal guidelines, regulations, and policies with safety and equipment while recognizing best practices » At a minimum, organizations need functional standards in place that have been agreed upon by engineering, EH&S, operations, and maintenance » Companies must enforce safe practices from vendors to prevent potential industrial accidents that could disrupt supply chain operations » Implement industry best practices to eliminate as many sources of risk as possible ✔✔ ✔✔ ✔✔ ✔✔
  23. 23. 23 Change management is a key element of most effective risk management systems, turning cultures from reactive to proactive Change management Internal change drivers » Cost pressure » Increasing automation and complexity of plant » High costs of investment and capital tie-up » Market demands, plant availability and flexibility » Changing materials, practices, or guidance can introduce new hazards » Increasing competition » Increasing salaries » Rising ESHQ standards » High service and quality demands of the plant » Increasing regulatory demands & liability » Complex and dynamic logistics External change drivers » Strong competition for experts and specialists Low transparency of cost and performance Market-compliant alignment of the processes is inadequate Contractor management is insufficient Organization is often not ready for change Initial situation in many departments Formulated maintenance strategies are only rudimentarily developed Change Management » Continuous development of the production process & technical framework
  24. 24. Ensure that new risk mitigation initiatives become a part of life for the entire organization Ensure long term success and cultural penetration Plan » Underpinning all of it will be a plan to ensure the changes are sustainable » As the rates of incidents begin to fall, the data will be re-evaluated and a new baseline created to continually optimize both the plan and the execution of the plan PlanSustainability Prozesse Strategy& Organization Processes & Systems Employees & Culture Change of behavior & Change of Culture 1 2 3 Management of behavioral change & human Interaction Sustainable Change Structural & functional Change » Strategy focus: cost oriented or continuous improvement oriented » Communication: communicating essential statements by mail or talking instead of listening » Physical environment: the right working environment – space, light, etc. » Skills: roles and responsibilities clearly defined with the right skillset » Equipment design: having the right instruments in place » Process/task design: ownership of the defined processes and having the right checklist in place » Training: have adequate training programs and refresher training » Incident Free Culture: Not prioritizing efficiency over risk culture or the preference for a blaming culture » Leadership: Regular visits and using the observations for improvement actions » Attitude: people initiating improvement proposals » Fatigue: not working beyond regulated working hours » Stress: from home or working with colleagues » Teamwork: shared understanding of their work goals, use effective channels of communication and proactively manage conflict 1 2 3 24
  25. 25. Three Mile Island and other disasters could have been prevented with proper alignment of Safety and Asset Integrity elements Do you understand components of risk, know how to measure and implement actions accordingly? With Safety & Asset Integrity Excellence, incidents that led to Three Mile Island could have been mitigated entirely, and future incidents can be protected against » People and machines create composite risk » Prescriptive analytics allows understanding of composite risk and proper intervention » This approach moves operations from a cost avoidance to value creation Takeaways » Humans and machines looked at together in a cybernetic way, providing proper and timely communication » Prescriptive analytics results in a composite risk management and value creation model » KPI and management systems readily allow implementation of new risk culture » Readily available maintenance data is proactively used to forecast equipment failures and prevent accidents from happening » Proper communication, training & culture of sharing best practice risk strategies » A proper safety and asset integrity program can prevent errors from becoming accidents 25
  26. 26. 26 Kienbaum: Excellence in People & Organization Our Consulting Concept Quelle: Kienbaum Structures & Management Processes & Systems Competences & Culture Strategy & Direction Levers effective innovative sustainable Results Kienbaum’s Expertise » integrated consulting concept with interdisciplinary teams » A focus on results with proven experience in the field » An established transformation and change model » Top expertise in executive search, human capital services, communication, organization and process consulting » Reconciling digital and analogue processes and business models (work 4.0) » Practice-oriented innovation processes (dedicated research institute) competent / diverse motivated / engaged optimistic People Success Factors agile / learning efficient / effective competitive connected / digital Organization In all of our projects we focus on people and organizations as the key factors for the lasting commercial success of our clients.
  27. 27. 27 Eric M. Lavelle Principal Phone: +1 843 804 0020 Fax: +1 213 805 5337 Mobile: +1 843 804 0020 eric.lavelle@kienbaum.com Coen van Driel Principal Phone: +31 6 14 32 85 94 Fax: Mobile: +31 6 14 32 85 94 coen.vandriel@kienbaum.com Kienbaum Consultants Inc. Contact information for US Kienbaum Consultants Contacts Kienbaum Consultants Inc. 2300 Lakeview Parkway | Suite 700 Alpharetta, GA 30009 USA Address www.kienbaum.com

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