Whitepapers

Kepner-Tregoe Global OPEX Trends Report

Kepner-Tregoe Global OPEX Trends Report

This report provides an analysis of the state of Operational Improvement in three primary business areas: Manufacturing & Processing; IT Service Management; and Learning & Development. In this report, we frequently use the term Operational Excellence (OPEX), and a definition of this term is important. We define OPEX as an approach in the workplace where problem-solving, teamwork, and leadership creates results in the ongoing improvement in an organization. The Trends in Operational Excellence report is based on a global survey, and incorporates data from several hundred respondents from all international regions. It forms a baseline for future reporting and will be conducted annually. Participants represent a broad range of industries and functional roles within their organizations.

Contractor Safety - The importance of the Quality of Interactions between Company Representatives and their Contractors

Contractor Safety - The importance of the Quality of Interactions between Company Representatives and their Contractors

Contractor safety has been a hot topic for many years. This increased focus has resulted in legislation around the world clarifying safety obligations of companies and contractors and an increase in the number of companies offering contractor safety management support. Despite this, many companies are still struggling with the challenge of contractor safety performance plateauing, which invites exploration of the underlying issues.

While working with many companies in heavy industry, including the energy, utility, and mining sectors, we have observed that many of the traditional approaches to contractor safety management have real value. However, what separates exceptional contractor safety programs from those that are less successful is usually the quality of executing key elements, such as the efforts taken to qualify contractors and the safety management activities in the workplace where the work is being executed.

Rethinking Safety Performance Metrics in Heavy Industry

Rethinking Safety Performance Metrics in Heavy Industry

"When it comes to measuring safety performance in Heavy Industry, there are many long-held beliefs, including the ideas that safety performance ought to be measured through leading and lagging indicators, that metrics support improvement through the “what gets measured, gets done” philosophy, and that if metrics are moving the right way, the company is getting safer. But, what if all those longheld beliefs have flaws, or, at least, limitations?" Download now to learn more.

MOVING BEYOND THE SAFETY PERFORMANCE PLATEAU

MOVING BEYOND THE SAFETY PERFORMANCE PLATEAU

"Improving safety performance within heavy industry has increasingly become the top priority for majority of organizations across North America. It is a complex challenge of navigating the high-risk nature of the work amidst the challenging operating, compliance driven and transformative environment. Increasingly, companies are implementing an array of safety systems and protocols, including risk, stakeholder and safety management systems, along with robust human capital management programs. However, in many cases, safety performance is still plateauing and safety metrics, including perception surveys, injury frequency and severity rates are indicting a lack of forward progress."

Some topics discussed are:

  • Eliminating intrinsically unsafe conditions
  • Developing safe work procedures and safety management systems
  • Error reduction and human performance
Planning, Scheduling & Execution - The Nexus of Utility Operational Performance

Planning, Scheduling & Execution - The Nexus of Utility Operational Performance

With the constant flow of new optimizing technologies and an ever-increasing emphasis on cost reduction, efficiency, and productivity, it is surprising to see Utilities continue to struggle with something as fundamental as the effective planning, scheduling, and execution of work.However, given that the planning, scheduling, and execution process is so critical in Utilities, it begs the question: Why is it often such a major source of frustration? We observe that the difficulties are not normally complex technical issues – Utilities are good at those. We tend to see that planning and scheduling difficulties are often people issues, and resolvable ones at that.

While The Engine Room acknowledges that every organization is different, we do see a “Top 4” of the most common non-technical problems that can affect the planning, scheduling, and execution process.

Oil Refinery Avoids Shut Down Through Structured Root Cause Analysis

Oil Refinery Avoids Shut Down Through Structured Root Cause Analysis

Lonnie Wilson, author of the Lean classic, How to Implement Lean Manufacturing, offers a case study of real-life, problem solving that saved millions of dollars, and then a deeper dive into troubleshooting methods. While the case study is specific to a Lean, refining situation, both the case study and overview of root cause analysis, offer insights that are relevant across technologies, processes and industries.

Delivering Overall Equipment Efficiency Using Root Cause Analysis

Delivering Overall Equipment Efficiency Using Root Cause Analysis

Learn how BlueScope Malaysia achieved a 46% improvement in Downtime and Line Stops, and an 88% improvement in Speed Loss. BlueScope, an international producer and supplier of steel products and solutions requires diverse and complex processes, posing challenges that require immediate and thorough solutions.

How Leaders Use Balanced Decision-Making Skills to Move Organizations Forward

How Leaders Use Balanced Decision-Making Skills to Move Organizations Forward

Gut feelings and years of experience may be sufficient for most day-to-day decisions, but major decisions that move a company forward come with a real element of risk. Leaders need a structured process that is based on an informed analysis and participation from key stakeholders to arrive at a balanced decision that everyone can support.

Maintaining the Integrity of E-Learning used to Mitigate Risk and to Address Due Diligence Requirements.

Maintaining the Integrity of E-Learning used to Mitigate Risk and to Address Due Diligence Requirements.

The $200 billion-dollar e-learning industry is changing the game when it comes to workplace training and testing. It is offering organizations massive cost savings and the ability to develop personnel with an efficiency that was not feasible with traditional learning, but at the potential cost of process integrity and weakened due diligence.

Without verifying participation and verifying user identity, organizations have no way of knowing if training is being received by those it was intended for, and no way of confirming the desired participation of the learner.

Of the various forms of identity/participation verification available on the market, no other organizations can match the same level of efficiency, mobility, privacy compliance and value as Integrity Advocate. Integrity Advocate’s patent-pending technology is saving organizations millions of dollars, while ensuring due diligence and process integrity.