Conduct of Operations (CoO) is a term that defines execution of operational and management tasks in a deliberate and structured manner. The overall objective of CoO is structuring operational tasks in a manner consistent with the organization’s risk tolerance to ensure that every task is performed deliberately and correctly, minimizing variations in performance. By “correctly” we mean, “Everyone, doing the right thing, at the right time, every time.” Minimizing variations in performance reduces risk and enhances operational integrity. The outcome of doing things correctly on a consistent basis is “Operational Discipline.”
Key principles in our approach include:
- Human error can be reduced by the effective implementation and monitoring of a CoO process safety management system.
- A best management and engineering discipline practice is to participate in an accountability system that eliminates normalization of deviation (makes non-compliance seem okay) by taking action on problems identified during the various operational discipline activities that are in place.
- For operators to be effective in their role in CoO, they must have a structured purpose for the various activities they perform. Follow-up should be done by managers and engineers, to take action on any deficiencies found.
- Management discipline is recognition that achieving performance is a function of ensuring employees:
- Know the right things to work on
- Have the experience, education, and training to know how to reliably and safely perform those tasks
- Have the right tools
- Are assigned to the right tasks, at the right time
- The OESuite™ software solution, a comprehensive, mobile-enabled set of integrated modules, empowers companies to capture, analyze, and utilize asset, incident, operational, and compliance data to drive sustainable improvements in every facet of CoO.
As companies mature with CoO, they realize that better process safety, cultural safety, and management of human factors are integral to achieving sustainable Operational Discipline.
Creating a high reliability organization
Linking “what we do” with “why we do it,” enables companies to move beyond training to a competency-based culture and become “High Reliability” organizations. Moving a heavily procedure-dependent organization from a training-based culture to a culture built around supporting effective decision support reduces human error. One of the key pieces in achieving that cultural shift is the digitalization of procedures, operator rounds, and operator logs. Effective digitization puts critical information into the hands of the workforce when and where they most need it – and supports smart decisions at the point of work.
Our goal is to help our clients achieve top quartile performance
Organizational Drift and human factors can both negatively affect organizational integrity. In tough times, it can become difficult for some organizations to accept that one cost of staying in business is the cost to continually work safely.