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	<title>Alday Consulting Services &#187; Operational Excellence</title>
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		<title>How is the Quest for Safety Like the Task of Sisyphus?</title>
		<link>http://www.charlesalday.com/v1/2010/07/14/how-is-the-quest-for-safety-like-the-task-of-sisyphus/</link>
		<comments>http://www.charlesalday.com/v1/2010/07/14/how-is-the-quest-for-safety-like-the-task-of-sisyphus/#comments</comments>
		<pubDate>Wed, 14 Jul 2010 16:01:40 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Observations]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/?p=353</guid>
		<description><![CDATA[Do you know the myth of Sisyphus?  He was condemned to push a boulder up a hill. When he reached the top, the boulder would roll back down.  Then Sisyphus would run down the hill and push the boulder up again.This went on hour after hour, day after day, week after week, month after month, [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>&#8220;Biggest Cause of Serious Error&#8230;Is A Failure of Communication&#8221;</title>
		<link>http://www.charlesalday.com/v1/2010/06/16/biggest-cause-of-serious-error-is-a-failure-of-communication/</link>
		<comments>http://www.charlesalday.com/v1/2010/06/16/biggest-cause-of-serious-error-is-a-failure-of-communication/#comments</comments>
		<pubDate>Wed, 16 Jun 2010 18:18:14 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Human Factors]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/?p=324</guid>
		<description><![CDATA[Finn O&#8217;Sullivan is a project executive for a company that builds skyscrapers.  He is quoted in The Checklist Manifesto: How to Get Things Right, by Atul Gawande. Those who construct skyscrapers rely on one checklist to make sure all the many steps in planning and construction are completed. 
Another checklist is used to ensure that [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Booster Pumps &amp; Boosters for People &#8211; Run to Failure?</title>
		<link>http://www.charlesalday.com/v1/2009/07/17/booster-pumps-boosters-for-people-run-to-failure/</link>
		<comments>http://www.charlesalday.com/v1/2009/07/17/booster-pumps-boosters-for-people-run-to-failure/#comments</comments>
		<pubDate>Fri, 17 Jul 2009 19:22:59 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Human Factors]]></category>
		<category><![CDATA[Managing Fatigue]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2009/07/17/booster-pumps-boosters-for-people-run-to-failure/</guid>
		<description><![CDATA[A liquids pipeline often uses booster pumps to provide necessary pressure to move product from a tank into a pump on the pipeline.  These booster pumps are generally reliable, but do not last forever.  It is necessary to have a spare booster pump on hand, for when the booster pump in use fails.  Most pipeline [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>&#8220;I Wish I Was 55,&#8221; Updated to &#8220;It Is What It Is&#8221;</title>
		<link>http://www.charlesalday.com/v1/2009/06/15/i-wish-i-was-55-updated-to-it-is-what-it-is/</link>
		<comments>http://www.charlesalday.com/v1/2009/06/15/i-wish-i-was-55-updated-to-it-is-what-it-is/#comments</comments>
		<pubDate>Mon, 15 Jun 2009 15:05:36 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2009/06/15/i-wish-i-was-55-updated-to-it-is-what-it-is/</guid>
		<description><![CDATA[In 2007, I wrote how people at one company often said, &#8220;I wish I was 55, because I can get my pension and other retirement benefits.&#8221;   In 2009, the company and many companies have eliminated some retirement benefits, such as health insurance, and reduced salaries, 401K contributions, and other compensation.   Now employees are saying they [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Training Course for Pipeline Controllers</title>
		<link>http://www.charlesalday.com/v1/2009/06/14/a-training-course-for-pipeline-controllers/</link>
		<comments>http://www.charlesalday.com/v1/2009/06/14/a-training-course-for-pipeline-controllers/#comments</comments>
		<pubDate>Mon, 15 Jun 2009 00:09:31 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Human Factors]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2009/06/14/a-training-course-for-pipeline-controllers/</guid>
		<description><![CDATA[Our company completed two months of training for liquids pipeline controllers from PetroChina.  While we emphasized professional pipeline operations, we devoted attention to human factors subjects, leadership, teamwork, and communication.
I emphasized that controllers have to know, do, and be.  Each person developed a personal operations philosophy for an ideal controller.
Course Introduction
]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Difficulties of Team Building</title>
		<link>http://www.charlesalday.com/v1/2007/08/27/the-difficulties-of-team-building/</link>
		<comments>http://www.charlesalday.com/v1/2007/08/27/the-difficulties-of-team-building/#comments</comments>
		<pubDate>Mon, 27 Aug 2007 16:24:39 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2007/08/27/the-difficulties-of-team-building/</guid>
		<description><![CDATA[Since I&#8217;ve been working with teams for many years, it is no surprise that team building is difficult.  I think it is becoming more difficult.  Some of my recent reading reminded me of what makes team building hard work for leaders.
In the current issue of The Futurist, an article about &#8220;Civilization&#8217;s Accelerating Challenge&#8221; [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Parable of the Compliant Company</title>
		<link>http://www.charlesalday.com/v1/2007/08/21/the-parable-of-the-compliant-company/</link>
		<comments>http://www.charlesalday.com/v1/2007/08/21/the-parable-of-the-compliant-company/#comments</comments>
		<pubDate>Tue, 21 Aug 2007 14:32:52 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Observations]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2007/08/21/the-parable-of-the-compliant-company/</guid>
		<description><![CDATA[Once upon a time, there was a company.  It doesn&#8217;t really matter what company, because the company is representative of many organizations.   This company had a secret strategy, one which it practiced but did not publicize.

The company was committed to compliance with regulations that governed the industry.    &#8220;What&#8217;s wrong [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Accident Report said &#8220;The post hit the truck&#8221;</title>
		<link>http://www.charlesalday.com/v1/2007/08/07/the-accident-report-said-the-post-hit-the-truck/</link>
		<comments>http://www.charlesalday.com/v1/2007/08/07/the-accident-report-said-the-post-hit-the-truck/#comments</comments>
		<pubDate>Tue, 07 Aug 2007 15:03:54 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Human Factors]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2007/08/07/the-accident-report-said-the-post-hit-the-truck/</guid>
		<description><![CDATA[I just finished reading Mistakes Were Made(but not by me).  The authors, Carol Tavris and Elliott Aronson, made me think about an accident report from a few years ago.  I was responsible for reviewing and approving all incident analysis reports in the lessons learned system. I was also responsible for building a learning [...]]]></description>
		<wfw:commentRss>http://www.charlesalday.com/v1/2007/08/07/the-accident-report-said-the-post-hit-the-truck/feed/</wfw:commentRss>
		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Operational Excellence is Like a Web</title>
		<link>http://www.charlesalday.com/v1/2007/01/07/operational-excellence-is-like-a-web/</link>
		<comments>http://www.charlesalday.com/v1/2007/01/07/operational-excellence-is-like-a-web/#comments</comments>
		<pubDate>Sun, 07 Jan 2007 21:50:54 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2007/01/07/operational-excellence-is-like-a-web/</guid>
		<description><![CDATA[A spider web is a good way to think about operational excellence. When a spider spins a web, it finds a sturdy starting point to anchor the first strand. When that strand is connected to both points, it has high tensile strength. Once all the strands are connected, the tensile strength of the entire web [...]]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>A Decision Only Starts A Process</title>
		<link>http://www.charlesalday.com/v1/2007/01/06/a-decision-only-starts-a-process/</link>
		<comments>http://www.charlesalday.com/v1/2007/01/06/a-decision-only-starts-a-process/#comments</comments>
		<pubDate>Sat, 06 Jan 2007 16:01:21 +0000</pubDate>
		<dc:creator>Charles</dc:creator>
				<category><![CDATA[Observations]]></category>
		<category><![CDATA[Operational Excellence]]></category>

		<guid isPermaLink="false">http://www.charlesalday.com/v1/2007/01/06/a-decision-only-starts-a-process/</guid>
		<description><![CDATA[We&#8217;ve been working on a renewed website for over a year.  It&#8217;s amusing and amazing how long it takes from an initial decision to the launch of something new or renewed.   As I read in the paper this morning, &#8220;a decision is but a beginning.&#8221;  The quote is from Soren Kierkegaard, [...]]]></description>
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		<slash:comments>0</slash:comments>
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