Two Phase Culture of Safety Implementation Methodology

Working with our client base as well as experts in the field, The Rapid Response Institute (RRI) has developed a two phase methodology for the implementation and management of the transformation to a Safety Culture aka, Culture of Safety.

• Culture of Safety (COS) Project Implementation
• Business Value Architecture (BVA) Implementation

Together this two phase approach will successfully transform and sustain a robust Culture of Safety for those firms in the Critical Infrastructure sectors. A brief overview (listing of the Methodology Table of Contents) of the approach follows.

Phase I – Implementing a Project

Table of Contents                                              

Communicate a Clear Vision of Our COS Future

1. Construct the detailed vision of the COS Future
2. Construct the case for change to the COS Future
3. Ensure management understanding and expectations of the COS Future
4. Communicate the COS Future vision the right way to the entire organization
5. Ensure employee translation of the COS vision                                                         

Altering processes and procedures for Our COS Future

1. Identify process alterations needed for a transition to the COS Future operations
2. Alter and test processes critical for a transition to COS Future operations
3. Alter Process Measures, Goals, and Objectives to align with the COS Future operations
4. Alter and Test the Work Procedures for Altered Processes needed for COS Future operation
5. Eliminate old process measures, goals, objectives and procedures that are NOT needed for COS Future operations

Altering the Facilities/Equipment/Tools (FET) for Our COS Future

1. Identify the FET alterations needed for the transition to the COS Future operations
2. Alter and test all the FET needed in the transition to COS Future operations
3. Alter and test each and every FET control for alignment with the process of COS Future operations
4. Alter or create written guidelines for all FET involved in the COS Future operations
5. Eliminate old FET and operating guidelines that are NOT needed for COS Future operations

 Altering Performance Management for Our COS Future

1. Identify and Alter Individual Roles and Goals for Transition to COS Future operations
2. Complete One-on-one Contracting for Every Person affected by the Transition to COS Future operations
3. Train All Employees in the Roles they will play after the Transition to the COS Future operations
4. Identify and Alter the System for Monitoring Performance in COS Future operations
5. Alter and Communicate Compensation Payoffs for work in COS Future operations

Project Management of the Implementation of Our COS Future Operations Project

1. Develop Project Charter for executive approval of the COS Future Operations Project
2. Set and Communicate the Master Schedule for Change Work required for transition to COS Future
3. Use week-at-a-time scheduling with one-on-one assignments for Change Work for COS Future Operations. Regularly check transition progress and re-schedule as needed to maintain alignment with COS Future
4. Confirm, stabilize and celebrate the completed change to COS Future Operations

Additional information as well as further details are available upon request.

Phase II – Implementing a Business Value Architecture

Table of Contents

Strategic Business Architecture

1. Company vision, goals, and strategy explicitly reflect the company’s intention of exploiting COS Technology for improved business results
2. Executive commitment to COS is shown by investment in COS architecture and by willingness to use pro forma results of COS initiatives in financial projections
3. Incentives are in place in the management ranks to motivate COS exploitation to meet company goals
4. Robust portfolio / program management is in place to make capital investment decisions, and bring them to life, including COS
5. Explicit Decisions are made by executives to “Deploy” or “Give Permission to Adopt” for each COS initiative that finishes development

Work Process Architecture

1. Comprehensive map of core work processes is in place, i.e., for “value-added,” “management,” and “enabling” work processes
2. Integrated goals with metrics are in place across operational work processes
3. Aligned structure, roles, KPIs and incentives are in place and in use around integrated goals and work processes
4. Proven method for targeting and developing business improvement opportunities (BIOs) and requirements is in place
5. Robust Business-Readiness implementation project management (for processes, technology and people) including comprehensive risk management is in place

Technical Process Architecture

1. Business needs discernment that accurately comprehends the range of operational transactions and decisions that could be made by the business / operations
2. Technology architecture design that optimizes the company’s technical capability to support all types of work processes needed by the business to meet its goals
3. Technology acquisition that both secures needed technologies to support architecture design and drives vendor innovation
4. Systems readiness method and project management is in place that can produce applications and systems that meet business improvement opportunity requirements
5. Proven and secure implementation process is in place that does not put operations at risk during COS technology implementation and testing

Intelligent Interfaces for COS Business Value Architecture

1. Create Business Interface between Executive Team and Operations Organization
2. Create Mission Interface between Operations and Technical Organization
3. Create Resources Interface between Technical Organization and the Executive Team