Operational Excellence is Like a Web

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 are multiplied. If one of the individual strands get broken, the entire web is weakened. The spider has to pay attention to the entire web and every strand, not just the strands that are easiest to maintain.

In my experience, companies that want to achieve operational excellence understand that a systemic approach is necessary. They cannot look at operational excellence as a project to improve procedures, for example. An effective procedure program is an element of operational excellence, but not the only element. Other necessary elements include administrative policies, human factors, training, performance measures, and an integrated lessons learned program.

After a major organizational accident, one company decided the “silver bullet” was to develop procedures, train people on the procedures, and address noncompliance with the procedures. While those things were necessary, we had to add several other elements to address all aspects of the sociotechical system. Simply, we addressed people, process, and technology. Then we had an Operational Excellence program that worked. The Operational Excellence web had the tensile strength to hold up and perform well over time. All the strands were constantly maintained.

We did not focus on one, and neglect the others. That is a recipe for problems. One has to be careful not to focus on one’s favorite solution or the solution one always uses. Lots of companies believe training is the fix-all for everything. Put more tools in the toolbox. Remember the saying that if your only tool is a hammer, everything looks like a nail.

Posted January 7th, 2007 in Operational Excellence

A Decision Only Starts A Process

We’ve been working on a renewed website for over a year. It’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, “a decision is but a beginning.” The quote is from Soren Kierkegaard, one of my favorite, gloomy philosophers. He knew that growth requires more than a belief; and taught that one must take “a leap of faith.”

As 2007 begins, I’ll take a leap(maybe it’s more of a hop) into writing articles regularly that interest me and that might be helpful to you in practicing what matters. My interests are many, but these articles will be about excellence and how to achieve operational excellence.

The decision is made and declared to you. Hold me accountable by reading the articles and letting me know what you like and what you dislike. Check out the other pages on the website. Look at the older articles that I have added during the website development.

Posted January 6th, 2007 in Observations, Operational Excellence

Let Your Conscience Be Your Guide

Glynn Daniel, our boss, told Bennie and me to “let our conscience be our guide.” That has stuck with me for thirty years. At the time, however, it had little effect on twenty-year olds who worked hard at pipeline construction and played hard most of the night at personal destruction.

The trouble with the statement, for a twenty-year old, is that my conscience was not well developed. My decisions and behaviors were of little concern to me. Looking back, I think Glynn was probably only in his thirties. Maybe the conscience starts guiding sometime after one gets married and has a child or two. When one feels and assumes responsibility for others, one begins seeking guidance.

There’s a simple risk assessment technique that is usually used in safety practices on the job. I learned it at a risk management course, conducted by DNV, Inc. It can help us check our conscience by asking five questions, before we do a task, take some action, or change something:
1. Why am I doing it at all?
2. What could go wrong?
3. How could it affect me or others?
4. How likely is it to happen?
5. What can I do about it?

Here’s a personal example. After setting up a home office, I was in the office the first few months as a consultant. My previous work had required travel about half the time. My wife was not used to me being home. This required some adjustments for both of us. One day, she said something that upset me.

Before I responded with a sharp retort, I asked myself, “Self, why am I about to say this?” Because I’m upset. “What could go wrong?” Several things can go wrong. “How likely is it to happen?” There’s a high probability. “How could it affect me or others?” It could affect both of us negatively. “What can I do about it?”
Keep my mouth shut. Asking and answering the questions was a good strategy for me. How could they help you?

Perhaps, I’ve learned something about letting my conscience be my guide, even if it took thirty years.

Posted September 20th, 2006 in Observations, Operational Excellence