Exceptional Service Exceptional People. Paul Saville-King, MBA, MIET, FCMI Managing Director Norland Critical Engineering Services

Transcription

1 Paul Saville-King, MBA, MIET, FCMI Managing Director Norland Critical Engineering Services

2 1 AGENDA

3 URBAN MYTHS

4 I have a Tier IV Data Centre so it s near impossible to have an outage It doesn t matter who is operating my facility, I have spent a fortune on designing it to be resilient We have designed this facility to cope with every foreseeable combination of events The cheque is in the post!

5 Aims of Today Human Factors Operational Risk Contracts and KPI Design and Ongoing Investment

6 RISK; HOW IMPORTANT ARE HUMAN FACTORS

7 Microsoft Survey Exceptional Service What cost UK Business uestion. Billion In unforeseen Losses?

8 Answer: Unplanned IT and Communication Outages

9 The CMI report of senior management fear ICT failure of business impact relates to actual ICT disruptions

10 Are the biggest threats

11 Norland research indicates Up to disruptions of have an internal root cause.

12 89% OF SYSTEMIC FAILURES ARE CAUSED BY THE ENGINEERING INFRASTRUCTURE NMS 2005 The single biggest internal Exceptional Service threat is Systemic failure of your Engineering Infrastructure

13 Our research found that no matter how resilient the Engineering Infrastructure appears..of preventable failures relate to HUMAN ERROR or PROCESS FAILURE

14 Getting it Wrong One minute of downtime for a major credit card company s network could represent $1.92 million in lost transactions. (The Wall Street Journal) The cost of service interruption for a typical financial institution is between 60,000 and 250,000 per minute. (Hitachi Data Systems) Half of businesses across Europe experience over 20 minutes unscheduled downtime a month. (Synstar) 90% of businesses that lose data from a disaster are forced to shut down within two years. (London Chamber of Commerce)

15 Human Error; Task Error Probability Unfamiliar Task, At Speed, No Idea of Outcome 55% Restore system to new or original state on a single attempt without supervision or procedural checks 26% Complex Task requiring a high level of comprehension or skill 16% Fairly simple task performed rapidly or given scant attention 9% Routinely practised, rapid task with relatively low skill 2% Restore System to new state following procedural checks.3% Totally familiar task, performed often, well motivated, highly trained staff, time available to correct errors Respond correctly when there is an augmented supervisory system providing interpretation.04%.002% HEART Human Error Assessment and Reduction Technique JC Williams 1980 s

16 Human Error; Condition Multipliers Unfamiliar with infrequent and important situation X 17 Shortage of time for error detection X 11 Newly Qualified Operator X 3 Low Morale X 1.2 Emotional Stress X 1.3 Inconsistent Displays and Procedures X 1.2 Disruption of sleep cycles X 1.1 Multipliers must be factored and multiplied together for multiple conditions

17 KEY DRIVERS OF AMBIGUOUS RISK

18 'Ambiguous Risk' Drivers SOFT HARD

19 Systems Vs Culture ALIGNED CULTURE / BEHAVIOUR OPERATIONALLY EXCELLENT ONE YEAR UNALIGNED CULTURE / BEHAVIOUR OPERATIONALLY BELOW PAR

20 Assesing Culture Culture Detectors Johnson and Scholls

21 IMPROVING HUMAN FACTOR PERFORMANCE

22 Culture; 'Start' with the 'End in Mind' Sample Positive Cultural Attributes: 1. Open and Honest; Low Blame 2. Responsibility and Accountability; with empowerment 3. Risk and Safety are taken very seriously 4. Teamwork, and Communication are highly valued 5. Learning is highly valued 6. Technical Excellence is Highly Valued 7. Constructive behaviours are recognised and Valued

23 Managing Culture / Behaviours Examples Strong Leadership signals The Right Training and Investment Celebrate Successes and Reward Pro-Activity Incentivise and Encourage carefully Align Objectives and Performance Measurement Communication Mediums Visual Symbols and Feedback Analyse Periodically and Be Consistent

24 Innovative Training; Soft Influences and Factors Social psychology; Human error Error chain concept Human performance and limitations Physical environment Procedures, practices & tasks Social, cultural and organisational Environment Slips, lapses, mistakes and violations Theories and models Fitness and health, stress, pressures and deadlines, workload, tiredness and fatigue, alcohol, medication and drugs Noise, fumes, illumination, climate and temperature, motion & vibration, confined spaces, vertigo, distractions and interruptions Following procedures, inspection and reporting, repetitive tasks Information and technical documentation Communication Teamwork Professionalism and integrity Effective communication, with and between teams, verbal and written, importance of handover, dissemination of information Principles and benefits, the effective team, management, supervision and leadership Individuals responsibility, standards

25 Scenario Training; Modifying Behaviours Remember the X 17 multiplier! Incident Response Fight or Flight Process driven training Key Success Factors Identified Core Knowledge and Processes Systems Awareness Constructive Learning Principles Aiming to create a mindset; not a photographic memory

26 Human Factor; Tier Comparisons Build on Culture Awareness of human Factors Implement Aligned CERM Processes 80% + of Facilities are at this point Basic Best Practice Effective and Efficient operation Right Structure and People Right Culture and Behaviours Can take 2 Years to have Life Needs sustained commitment Is constantly changing target Feels Right Human Factors Valued

27 Conclusions Human factors introduce enormous risk This risk is often overlooked That risk can never be eliminated; only mitigated Human Factors performance can be significantly improved with a little focus Your Facility will be up to 80% less likely to have a systemic failure as a result of effective Human Factors management

28 Final Thought Layman s definition of insanity; Continuing to do what you ve always done, but expecting different results

29 Thank You