Experience transfer as a contributor to increased HSE level in integrated operations

Experience transfer as a contributor to increased HSE level in integrated operations

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The objective of this thesis was to investigate how implementation of IO concepts have influenced the HSE-level and experience transfer at a particular installation. HSE was not found to be a known objective among the interviewed personnel when IO concepts were implemented at the installation. It seems that IO has not contributed to any reduction in the number of reported personnel injuries or other incidents of a high potential. Main possibilities of IO was seen as improvement of operational procedures, better utilization of competence and better collaboration between onshore and offshore. Main challenges was information-overflow due to many systems, lack of priority to transfer experience, possibility of lack of “hands-on” experience and less face-to-face conversation between engineers and offshore personnel. It was suggested to prioritise experience transfer and close the control-loop to improve the experience transfer and organizational learning.
Content

 

1.1Research questions

1)    How does the use of IO influence the HSE-level at the studied installation?

2)    What possibilities and threats does the use of IO cause for the experience transfer at the studied installation?

3)    How can experience transfer at the studied installation and the operation company be improved?

1.2Summary of results

How does the use of IO influence the HSE-level at the studied installation?

HSE was not an objective when IO was implemented at the studied installation. During organizational changes it is important to inform the employees about the objectives of the changes. There are indications that this has not been done good enough at the studied installation since several of the interview objects did not know the objectives of the implementation of IO.

 

Some selected criteria were used to evaluate the HSE-level after the implementation of IO. The evaluation was made by doing a comparison between the incidents connected to the chosen criteria before and after the implementation of IO. It turned out that the frequency of the reported incidents has decreased; in addition there was a reduction in the total frequency of accidents and near-accidents. Even though the frequency of accidents had decreased, IO was no a contributor to a reduction in the number of reported personnel injuries or other incidents of a high potential. Work practice is over-represented as a contributing factor of the studied yellow and red incidents. This may be an indication of an insufficient evaluation of the different incidents since there usually is a combination of human, organizational and technological factors affecting human behavior and work practice.

 

What possibilities and challenges do the use of IO cause for the experience transfer at the studied installation?

Three main possibilities considered:

  • Improvement of the process for preparing and updating operational procedures
  • Better utilization of competence in the organization because more people are involved in the planning and execution of the operations
  • A better collaboration between onshore and offshore

 

Four main challenges considered:

  • Information-overflow. The installation and the operation company in general have many systems and arenas for experience transfer who makes the amount of experience data over-complex and for several of the systems it is not possible to perform data searches.
  • A lack of priority to transfer experience. IO has resulted in other work tasks and methods use in planning and execution of operations which contribute to a higher workload on personnel both onshore and offshore. This results in less time to share and make use of experience.
  • Lack of “hands-on” experience among the engineers. An important element is removed when engineers do not travel offshore since they do not have the possibility to gain operational knowledge and experience when they are onshore. This may affect the planning and execution of operations.
  • Face-to-face conversation between engineers and offshore personnel can disappear. Face-to-face conversation is an arena where problems are intercepted easier. All planning is made onshore and all the plans have to be communicated through more links before they reach the personnel performing the operations offshore. This may result in communication difficulties where details can get lost.

 

How can experience transfer at the studied installation and the operation company be improved?

The managers attitudes towards experience transfer is an important element and it is therefore important that they demonstrate to the different units in the operation company, the importance of experience transfer and organize to prevent goal conflicts. Many systems are used randomly today and several are not used in the planning and execution of operations.

  • It is necessary to close the control-loop to improve the experience transfer and organizational learning at the studied installation and the operation company. It is important to continue developing the possibilities and to do corrective actions where needed. The corrective actions should involve changes of the governing variables which may contribute to organizational learning.
  • In addition, can a better and a more systematized accident investigation based on the accident database used by the company contribute to increase organizational learning? 

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