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The paper presents the author’s viewpoint of the subject rather than the results of an extensive group survey or study. The paper reports that U.S. shipbuilding organizations have not utilized and therefore have not benefited from recent organizational theory knowledge of effective organizations. Existing U.S. shipbuilding organizations all tend to the mechanistic type. Unfortunately, the high efficiency and tightly controlled operations that the mechanistic type is supposed to provide are not being achieved. The bleak picture painted in this paper may not be representative of the currently surviving U.S. shipbuilding organizations and it would be reassuring to the author to hear of successes and meaningful improvements in the shipyards through the application of organization theory. The paper first discusses, generally, organization theory, its need and availability. Then an approach for its application is offered. Finally, the author describes his study of the structures and effectiveness of shipbuilding organizations.
Abstract This paper is the second of two that describe how Amoco's Exploration and Production Technology Group's (EPTG) Drilling organization is meeting the challenge of building a global drilling organization. The first paper described the performance measures, systems and structure we have chosen, and why we believe these are ones that best suit proper application of drilling technology. This paper's purpose is to promote a healthy discussion of the role of a drilling professional, and what drilling organizations should and can do to promote drilling as a profession. The previous paper discussed the hard side' of the drilling management equation (processes, rewards, strategy, and measurement), this paper addresses the people side of the equation: professionalism, staffing, culture, compensation, and demonstrating the value of people. P. 581
Abstract Objective Incident investigation is one of the most fundamental safety and health tools. It is generally present even in the most stagnant of organizational safety cultures. Trying to change the safety culture of an organization can be a daunting challenge to even the most seasoned of safety and health professionals. Moving culture in the right direction requires either vision or pain. What if there was a tool that could capitalize on both? The OGP published the "Guide to Selecting Appropriate Tools to Improve HSE Culture" in 2010. While they took the approach of picking tools that fit the existing safety culture, whatever it happened to be, this approach looks at what incident investigation tools might actually move the culture forward based on either a vision or pain - and what better way to capitalize on organizational pain than after an incident? Investigation tools then become the proverbial "camel's nose under the tent" to push the culture forward. Methods & Procedures The steps of the HSE Culture Ladder, along with their respective definitions, in the IOGP Report 435, A Guide to Selecting Appropriate Tools to Improve HSE Culture were reviewed. Since the descriptions of investigation tools and processes in the report are minimal, a review was performed of best practices in incident reporting, investigation and root cause. Each of these practices was reviewed in light of the general HSE Culture Ladder step descriptions and these tools then placed in one of the levels. For each level of the HSE Culture Ladder, detailed descriptions of how the various incident reporting, investigation, and root cause analysis tools would be used at the respective levels were written. Results & Conclusions The result was a tool with which an existing incident reporting, investigation and root cause analysis program can be reviewed to determine what level on the HSE Culture ladder the program falls. This provides a very good indicator of where the overall company safety and health culture would likely fall, since so many of the programs found in incident reporting, investigation and root cause analysis touch and integrate with so many other programs that significantly affect safety and health culture. The tool also provided a road-map of progressive implementation steps a company can use to move forward their incident reporting, investigation and root cause analysis programs.
In the next five years, Navy ship maintenance requirements will challenge both public and private ship repair organizations to provide quality upkeeps within costs and schedule constraints. This paper examines key forcing functions impacting ship maintenance decisions, discusses ongoing Navy maintenance initiatives, and speculates on maintenance philosophical changes.
Waves of programs, processes, checklists, regulations and "silver bullets" have been introduced, tried and then we move on to something else. However, within each of these are pearls of wisdom for the safety professional. Organizations who know, speak and live these words are considered to be among the most successful. These words and traits are found in most all high performing units. While each could be a full presentation in and of itself, this session will give a brief overview of the importance of these 12 words and how they are critical to high performing organizations. Participating individuals will leave with a personal scorecard indicating where their organization might be relative to these key elements.