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HIGH-PERFORMANCEHIGH-RELIABILITY:
SOLUTIONS FORTHE FUTURE
Leveraging the science of business
WWW .K3CUBED .COM
High Reliability = organisations that areable to manage and sustain almost error-free performance despite operating in conditions where the consequences of errors could be catastrophic. Health & Safety Executive (UK Government)
HIGH RELIABILITY = RAPID LEARNING
$18.5 MILLION The cost to one hospital, for one incident where behaviours, process and structures failed.
180+ DAYSThe number of days between a critical incident and Quality Improvement implementation on the front line.
What is the potential for reoccurrence during those 180 days?
What impact on Safety | Time | Innovation | Quality | Cost | Experience?
$1.7 MILLIONThe investment in one division's Lessons Learned, where 1400 "lessons" were captured. None were accessed, as the information contained in them was not valued by front linestaff.
$11 MILLIONThe impact of a single reoccurrence, where the lesson had already been learned elsewhere in the business.
What is happening right now, while you wait to learn?
RAPID LEARNING
How reliable are you?
RAPID LEARNING
DO YOU HAVE A 'JUST CULTURE'?
Are staff encouraged to report without
fear of blame?
Are staff committed, accountable and
reliable?
Will they abandon action if they sense
negative feedback on the grounds of
Safety | Time | Innovation | Quality | Cost |
Experience?
Will they openly discuss errors
CULTURE
DO YOU LEAD?
Do you have bottom-up communication
of bad news?
Do you conduct proactive behaviour,
process and structure audits?
Do you look for outliers?
Do you engage and involve staff when
designing, delivering & developing
processes and structures?
Do you invest in developing behaviours?
Do you invest in resources to support
high-reliability?
LEADERSHIP
DO YOU FOCUSON RAPID LEARNING?
Do you know about the behaviours and
processes that limit your ability to act
quickly?
Do your staff openly communicate their
needs?
Do you engage with rapid and appropriate
analysis for simple, complicated and
complex failure?
Do you have an adequate knowledge
base (knowledge, skills and experience)?
RAPID LEARNING
DO YOU ANTICIPATE?
Is in the entire organisation obsessed with
avoiding failure?
Does the entire organisation understand
how to differentiate actions according to
simple, complicated and complex events?
Do employees consider unintended
consequences of actions?
ANTICIPATION
ARE YOU AGILE ENOUGH TO CONTAIN UNEXPECTED EVENTS?
What do you have in place that allows
staff to locate and defer to expertise?
Do you have a common decision-making
framework that allows staff to make rapid
decisions that contain unexpected
events?
Do people in your organisation have the
competence, competency and capability
to contain unexpected events?
AGILITY
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Leveraging the science of business.
LEVERAGING THE SCIENCE OF BUSINESS
