Ideally, to build a safety culture, an industry needs to rethink on 3 things –
- Identity: How do we redefine ourselves for the digital leap? (Purpose, culture, strategy)?
- Agility: Ways to work in more agile ways (structure, decisions, technology to support and talent)
- Scalability: A setup for rapid scale (data platforms, ecosystems, people)
It seems that all too often, we have read “digital transformations” that have failed to live up to the hype that has accompanied them. Very few of them have been at the cusp of making and benefitting the most significant advances of safety and performance – the efforts need due planning, execution and realignment at an early stage to benefit industries as whole.
Take an example of a pipeline operator. A digital transformation can –
- Reduce unscheduled shutdowns
- Enable increased throughput and meet higher demands
- Make a step change in safety levels
An LNS survey indicates that industries are using safety to increase their profitability in businesses.
Managing risks in an industry need digitization, and its approach in a planned manner calls for a lifecycle. Unless an organization addresses risk across the entire equipment and production process lifecycle, from risk identification, assessment, control to monitoring and response, barriers to ideal safety culture shall exist.
Technology and data-related challenges become more visible to companies especially when they move forward with implementation.
And such roadblocks can even discourage industries from attempting implementation at all — which stands as an evidence of the importance of establishing a strategic roadmap and a quality-centered planning as enablers of technological transformation. Because they are key to enable cross-functional collaboration.
When industries enable software teams to experiment, fail, and learn in a safe environment, they can see consistently better results. Knowledge sharing and continuous improvement (empowering teams to embrace digital tools), with a mindset of efficacy are all related to superior business performance.
Along with the cultural attribute of psychological safety—a shared belief that risk-taking in the pursuit of innovative problem-solving can bring in optimum results, can add on to the existing efforts.
Accepting digitization to manage the nuances of the industry becomes important.
Yes, it’s a big leap of many, and yet a large number of businesses are working hard to make it.
As safety experts, we can help you articulate the strategic value it offers, and –
Strengthen your cross-functional collaboration
When groups to work closely together through tools and processes that enable coherence, they can achieve shared safety and productivity goals.
Help you walk the safety talk
Our safety tools can mitigate the gap between stated organizational commitment to safety as a core value and allocation of resources to realize it. Our experts will deliver the potential value of investing in safety to strengthen and improve operational performance.
Give a grounding to approach safety as a journey, not an occurrence
We can even help an industry assess its current safety and risk management maturity across their organization, and accordingly determine appropriate focus, process and technology practices.
Giving people the skills to apply digital tools and to tell data-driven stories are a part of the factory of the future. Only if we adopt a new set of paradigms for industries, we can see immense new possibilities and reimagine the industrial culture the way we wish to.