High-performance High-Reliability Knowledge & Learning Solutions

HIGH-PERFORMANCEHIGH-RELIABILITY:

SOLUTIONS FORTHE FUTURE

Leveraging  the science of business

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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