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Collaborating Authors
Lopez, Juan Carlos
Using Behavior Science to Maximize Human Performance
Lopez, Juan Carlos (Lopez Performance Solutions) | Lopez, Monica Alexandra (Lopez Performance Solutions) | Friedl, Walter (Lopez Performance Solutions) | Arango, Maria Elena (Independence Drilling) | Duran, Monica Cristina (Independence Drilling) | Shibani, Hamed Al (ARA Petroleum) | Allison, David (Lopez Performance Solutions) | Bordage, Pierre (Independent Advisor)
Abstract Authors use behavior science to help organizations maximize human performance through a cost-effective and sustainable approach. Such approach is based on transformational leaders and employeesโ engagement, so they embrace a humanized management system by conviction, not by imposition. This paper shows how to use organizational psychology principles in real case applications, resulting in holistic business improvements, including financial, safety and service quality performance. The authors developed the Engineering Human Performance (EHP) methodology, by improving the Behavior Engineering Methodology (Lopez, et. al., 2020) to help organizations achieve outstanding and sustainable levels of human performance. Over the last ten years, this methodology was successfully applied to more than 50 business processes in an oilfield services company. The EHP four-stages process uses frontline employeesโ wisdom to identify sources of behavioral variance, measure adherence to expected behaviors and formulate changes to the operational context to pursue high levels of procedural adherence, sustainably. EHP incorporated statistic models to demonstrate its significant impact to business results, using a fit-for-purpose digital platform. A combination of a coaching program for managers to embrace a leading with purpose approach (Sinek, 2020), and workshops with the front-line associates, generate a healthy flow of communication across the organization. The leading with purpose program improves managersโ leadership by voluntarily selecting and engineering transformational behaviors they adapt and adopt to improve the effectiveness of their leadership style. The impact of the program is measured for statistical significance by applying the Multi-Factor Leadership Questionnaire (Boss, Avolio, 1996) before the coaching program starts, and 90 days after the last session. Workshops with front-line associates use scientific principles to understand the sources of behavioral variance and formulate intervention plans that drive procedural adherence by conviction, not by imposition. An innovative element of EHP is the โbehavior empowerment center (BEC)โ. The BEC coordinates the systematic measurement of adherence to critical behaviors in the front-line, captures and verifies statistical significance of the data, analyzes trends, and prepares reports depicting the levels of behavioral adherence, so crews receive soon, certain, and positive feedback on a regular basis. This feedback loop elicits levels of adherence above 90%, sustainably, and eliminates losses associated to behavioral variance. The BEC uses a unique digital platform designed to bring consistency to the feedback loop to front-line employees and managers. A case study is used to exemplify how EHP is being applied by a major rig company, to improve human performance in workover operations. The paper illustrates the remarkable results of the leading with purpose program and describes the Stages 1 (select processes that are causing loss), 2 (behavior analysis), 3 (baseline and intervention) and Stage 4 (scale-up) of the EHP methodology. Authors consider that EHP offers an innovative, and cost-effective approach to helping organizations maximize human performance, in a systematic and sustainable manner. The application of the methodology shall not be limited to the oil and gas industry, as the focus on incorporating the human factor to inconsistently applied processes is affecting many industries, if not all. The main challenge faced by authors in the implementation of the methodology is management commitment. Some managers expect improvement programs to bring immediate results, which could undermine the sustainability of the benefits. EHP grants sustainable improvements, provided the organization is committed to scale-up the program until results are significant. Achieving these milestones require time (from 6 months to 2 years), resources, and persistency. The leading with purpose program has proven effective in getting the proper levels of management commitment, to support EHP and deliver outstanding results. The paper shows a statistically significant improvement in the leadership style of the management team and how it is helping the business of the case-study company. As for the way forward, authors are exploring options to incorporate artificial intelligence into the behavioral measurement, not to replace the face-to-face interactions, but to increase the accuracy of the behavioral measurement and speed up the feedback loop.
Applying Behavior Engineering to Procedural Adherence
Lopez, Juan Carlos (Schlumberger) | Jeffries, Jon (Schlumberger) | Gonzalez, Jairo (Schlumberger) | Capote, Wilmar (Schlumberger) | Martinez, Lina (Schlumberger) | Pazmino, Klever (Schlumberger) | Claros, Liliana (Schlumberger) | Miranda, Gabriel (Schlumberger) | Alavosius, Mark (University of Nevada, Reno) | Houmanfar, Ramona (University of Nevada, Reno)
Abstract Research shows that human factors play a large part in incident prevention; operational discipline being an important contributing factor. An oilfield services company has developed an innovative methodology to apply the principles of behavioral science to improve procedural adherence. The methodology considers the environment in which people are working, allows for changes to that environment, systematically measures expected behaviors, and gives soon and certain feedback to employees to increase adherence to company procedures to reduce losses and improve operational efficiency. Positive results have been obtained after six years of application to several critical processes. Based on the behavior engineering model (BEM) the methodology identifies the most critical processes and reduces variance in their execution. BEM utilizes the knowledge of field personnel to understand the work environment and human factors that influence behaviors. Solutions are then developed to enable procedural adherence in a consistent manner. The methodology encompasses four steps: the selection of the critical process, behavior analysis in the field, intervention in pilot locations, and scale up. Scaling up of the pilot project is conducted when intervention results are endorsed by line management. The company developed and tested this program with support from academic behavioral scientists. The program includes work environment improvements such as the simplification of standard operating procedures and associated checklists as well as positive and constructive feedback to manage behavioral variance. The use of soon and certain feedback mechanisms inform personnel of their performance versus expectations to encourage improvement. The paper describes the critical behaviors identified in the process, the improvements in procedural adherence, and the benefits in a variety of applications such as stuck pipe prevention, rig floor safety, well construction operations, forklift operations and hand injury prevention. The paper also explains how the application of this methodology is being expanded through a formal academic training program for personnel. This unique and innovative methodology achieves procedural adherence with a bottom up approach. The paper describes principles, process, results, and recommendations from this multi-year project designed to support the company's performance management system. It facilitates teamwork, increases operational efficiency and simplifies compliance requirements in planning and executing activities in a consistent manner. The key to success is having field personnel willingly adhere to procedures through their active involvement and increased awareness of the program benefits
Innovative Drilling Platform Preserves Sensitive Habitat
Thomas, Christopher (OXY) | Lopez, Juan Carlos (OxyCol)
Abstract This paper describes the unique engineering design, construction and environmental and social aspects implemented to develop the Chipirรณn T-B oil field in Arauca, Colombia. This paper builds upon the design and construction aspects shared previously with the SPE to include the critical environmental and social factors integrated into the Occidental Colombia ("OxyCol" or "Occidental") risk management approach that have enabled learning and new innovative techniques from Chipirรณn to other projects. Using Occidental's Health, Environmental and Safety Management System (HESMS) to identify the project and surrounding socio-environmental risks is important so that a robust analysis of project risks leads to the development of mitigation approaches. The innovative capacity of OxyCol's engineers and the Company's respect for the environment and local communities led to a collaborative effort by multiple stakeholders achieving a successful project outcome. The knowledge and the experience gained through this project are transferable to other Occidental operations and assets.
Abstract Project-managed assets present social and environmental impact management specifics that require a fit-for-context approach to risk management. On the one hand, most social and environmental management processes remain under the control and responsibility of the operator, as for traditional projects. On the other hand, the project managers typically have a greater presence in operational-related activities, which puts them in the front line in relation to communities and expectations. This context can generate the need for a more extensive and aligned approach along the value chain than has been traditionally required. This paper addresses this type of scenario. An oilfield services company developed and implemented its own social and environmental management standard for co-managing partner projects under long-term agreements. The standard requires the deployment of fundamental controls to manage the social and environmental performance of the projects, bridge with existing standards, and provide management with a consistent and efficient risk-based approach to manage the impact on operations in local communities. The key features of the standard, based on the company's experiences in developing and implementing the new standard, are the use of checklists and scorecards to verify performance improvements, the lessons learned in creating a process, aligning roles and responsibilities, and developing capacity and integrating management systems. The standard was implemented in a mature brownfield, and since implementation, it has driven continuous performance improvements. The lessons learned from implementation of the standard can be used to improve the alignment of roles and responsibilities for social and environmental performance between service companies and oil and gas operators, as well as partnerships with national oil companies or private local operators.
Abstract After successfully establishing a global journey management center (GJMC) for its operations in the Middle East, an oilfield services company implemented a driving point system that uses real-time data from driver monitoring systems in company vehicles. The system measures driving performance so that the GJMC can quickly provide feedback to drivers and initiate appropriate driving safety actions. This paper describes how the system shares features of driving point programs such as those used by driver licensing authorities in Europe that demerit drivers as a consequence of road traffic offenses. The system developed by the company also includes recognition of drivers who consistently demonstrate safe behavior. In January 2013, every driver in the company's Middle East operations was allocated 12 points in a personal driving account. Any driving offenses are documented and verified in the system, with the driver and their managers receiving notification via a short message service (SMS) text stating the type of driving offense, the number of points lost, and the points remaining. The driver has 72 hours to challenge the decision. After 12 months, the main unsafe driving traits identified by the system have been over speeding, hard acceleration, heavy breaking and driver fatigue. When a driver loses all of the allocated 12 points, the GJMC restricts the person's driving rights of company vehicles until an improvement plan is documented by the driver's manager. Drivers can recover points if they demonstrate adherence to expected driving safety behaviors. Drivers who maintain all of their 12 points during a full year period receive an official recognition letter from their business unit manager. The paper discusses the improvements in several behavior based indicators and the reduction of automotive incidents achieved since the introduction of the driver point system in the 14 countries covered by the company's Middle East GJMC.
Reducing Accidents through Implementing Behavior Change via Observations and Interventions
Camargo, Marcelo (Schlumberger) | Fox, Chris (Schlumberger) | Lopez, Juan Carlos (Schlumberger) | Maso, Philippe (Schlumberger) | Sanchez Caldera, Rafael Moises (Schlumberger) | Moya, Erick Jose (Schlumberger) | Cardozo, Thania (Schlumberger)
Abstract Safety culture has matured significantly in the oil and gas industry. Accident rates have declined substantially in recent decades and two important step change improvements can be observed. The first relates to the introduction of basic safety controls, the second to the development of more complex management systems. The oil and gas industry and the health and safety community believe that the next step change can be achieved through behavior-based safety (BBS). While BBS is a long-established concept, its implementation as a discipline has been limited. Many companies have found that long-lasting behavioral change that reduces accidents is not easy to accomplish. Investigations continue to show that most accidents are associated with unsafe acts. This paper describes the launch of a BBS program in an oilfield services company. The program provides employees with practical skills such as how to observe unsafe acts and how to intervene before an accident happens while overcoming interpersonal relationship barriers. Observing and encouraging safe behaviors is equally emphasized. The training is complementary to the company's other injury prevention, competence, and accountability programs. The paper describes the program, the training methodology, its application on a continent-wide scale, and the measurement of results over the first full year of implementation and tens of thousands of interventions. The findings and the methodology can be applied to organizations of almost any size as a practical methodology for improving behavior. The results show that, based on this methodology, which encourages open conversation, risk awareness, and mutual commitment, risk reduction at a work-site can be achieved. Accidents may be further reduced, improving from the current plateau in accident rate performance. For this oilfield services company, the BBS program is a significant contribution to its health, safety, and environment training practices: promoting a visible management style; serving as an important means of measuring active supervision; improving communication and feedback; and encouraging safe behavior. The authors hope that this paper will help engaged organizations to move up the HSE culture maturity ladder and enjoy its many benefits.
- South America > Brazil (0.28)
- North America > Canada (0.28)
Abstract The authors believe in a basic loss control principle: root causes of health, safety and environmental accidents are the same root causes of service quality nonconformities. The authors also believe that a mature management system, based on strong leadership and a bottom-up approach, is the way to achieve consistent and long-term performance improvement. This paper explains a practical example of how an oilfield services company used a management system to deliver services while achieving the long-term quality, health, safety and environmental performance expected by Corporate management and Customers. Introduction Since 2003, an oilfield services company in Qatar has faced a sustained increase in operational activity due to the development of the largest non-associated gas reservoir in the world. This situation poses a permanent challenge to deliver its services within expected performance, while dramatically increasing resources, such as the number of employees and contractors working on the project. In fact, in 2003 and 2004, service quality (SQ) and health, safety and environmental (HSE) performance of this company suffered, resulting in complaints from customers as well as serious HSE incidents. The increase in operational activity (50% year-on-year sustained over four years) and a management system that lacked maturity were identified as the main causes of the quality and HSE loss. The Qatar management team understood that the root causes of the accidents were the same root causes of the service quality issues, and designed a process to implement the management system with an integrated perspective. This paper explains the process, including the main difficulties and successful experiences. Several innovative initiatives were designed and implemented with special involvement of employees and contractors, with the aim of having a self-sustainable system in place, based on a bottom-up approach. As a result of the process, this company has been systematically improving its proactive and reactive quality, health, safety and environmental performance. Factual indicators demonstrate the continual improvement. Additionally the management system has been validated internally by corporate audits and externally by certification against international standards (ISO 9001, ISO 14001, and OHSAS 18001). 2003 - 2004 Performance: Below Corporate and Customers' Expectations The State of Qatar is a small emirate located in the heart of the Persian (Arabian) Gulf, seated on the largest single non-associated gas reservoir in the world (recoverable reserves are estimated in 380 trillion cubic feet). The field was discovered in 1971 and was initially exploited by the national oil company to cover internal demand. This vision changed dramatically in the 90s when the government decided to implement an aggressive development plan to concentrate on export markets and entered into partnerships with overseas companies (1).
- Research Report (0.54)
- Overview > Innovation (0.50)
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE reporting (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > Contingency planning and emergency response (1.00)
- Health, Safety, Environment & Sustainability > Environment (1.00)
Driving Risk-Based Improvement Plan (Beyond Traditional Approaches)
Lopez, Juan Carlos (Schlumberger) | Tate, Derek | Lane, Keith
Abstract This paper explains how an oilfield services company developed a site site-specific, risk-based improvement plan for the activity of driving, applying both the traditional control measures and innovative local initiatives while taking into account behavioral factors and operational needs. It also shows the excellent results of the plan after more than one year of implementation. Introduction Driving is one of the activities with the highest associated risk faced today by humanity. Driving-related accidents account for millions of deaths and major traumas every year globally every year; it is the leading common cause of fatalities in the oil & gas industry. Traditional industrial approaches to driving accident prevention often include driving policies and standards, defensive driving training, maintenance systems, journey management procedures, and driver performance monitoring, and driver counseling. Mitigation measures are generally focused on the use of seat belts, the condition of the vehicle, rollover rollover-protection devices, air bags, anti-block (and [spell out ABS] ABS) breaking braking systems, and proper emergency response plans. These measures usually control the risk until the system reaches a plateau level of performance. Experience showed that in real life, generic preventive and mitigation measures are extremely valuable. However, to move further in the quest for zero-loss due to vehicular events, Management management should analyze risk factors of each particular location and tailor plans to reduce the risk to acceptable levels. A key factor to the site-specific plan is addressing the attitude of the drivers sitting behind the wheel. This paper shows a practical example of a typical oilfield operation in which traditional risk risk control measures did not result in an acceptable driving performance, having experienced several crashes and some high high-potential accidents. This aspects, combined with a dramatic increase in the exposure (miles driven), due owing to a growing level of activity, represented a challenge for the management team. Thise paper attempts to explain how the organization faced the challenge through a risk-based improvement plan. Innovative solutions were sought that would take into account both operational and personal need, with the aim of ensuring a long-term sustained improvement. The starting point of the risk-based improvement plan was an assessment of the initial risk while recognizing the risk risk-control measures that were in place. A deep analysis of the fleet movement trends, drivers, and employees' needsthe needs and preferences of the employees and preferences was done performed to better understand the requirements. Included in the review of personal requirements was the consideration for the families of ex-patsexpatriots. Included in the plan was active interaction with the entire population involved in the process to ensure the following::Commitment of the employees to support the initiatives and provide feedback for further reduction of the risk. Buy-in of the drivers to improve their behavior. Commitment of the management team to provide the required resources. Finally, before the implementation, an assessment was performed for to define the residual risk and residual gaps. The risk-based improvement plan was implemented in Qatar this location [?which location?] in 2004. All performance indicators have been improved, including the automotive accident rate (the lowest of the least three years) and associated losses. A Managementmanagement review of the plan will be conducted before the end of 2005 to define specific actions to sustain the achieved performance and to further improve the risk control measures.
- North America > United States (0.46)
- Asia > Middle East > Qatar (0.24)
- Research Report (0.34)
- Overview > Innovation (0.34)