business critical rules march 2015. the business critical rules programme is changing the way we...
TRANSCRIPT
Business Critical Rules
March 2015
The Business Critical Rules programme is changing the way we manage safety, financial and reputational risk in Network Rail to make it simpler and more effective.
How?
• Replacing existing ‘standards framework’ with the simpler, risk-based Business Critical Rules framework
• Using technology and innovation so that people can easily access the information they need
• Making sure that our people have the skills and knowledge they needs to use the new framework
How we started
• We examined over 20 other companies to see how they do it
• At the heart of each of approach, we found a sophisticated and systematic understanding of risk
• Best practice resulting from this includes:– Using risk to prioritise and shape decisions – Role based training (linked to risk and accountability)– Clear and easy to use supporting information
Business Critical Rules allow us to manage key risks in a simpler, safer and more effective way
Focuses on managing key risks and clarifies accountabilities and responsibilities
Simpler
Safer
More effectiveEnables us to tailor our work so that we can control local risks in the most appropriate way
Enables us to deploy resources to focus on the management of key risks and controls
BCR allows you to tailor your inspection and maintenance regimes according to your local risks, environment and needs
We already have 10 Business Critical Rules… our 10 Lifesaving Rules
The principles of the BCR framework
• Entirely based on risk and our ability to control it
• Simplifies the standards system by clarifying our information and making it easily available to those who need it
• Role-based, defining clear accountability for the key controls that manage risk
• Continuous improvement review cycle built in to enable control owners to manage risk where it is best understood
• Clarity of the Rules will make enforcement and assurance more straightforward
The BCR framework will tighten control around things that really matter, and loosen control where increased flexibility offers efficiencies and productivity gains.
Strategy
Policy
BUSINESS CRITICAL RULES(critical controls based on risk
in bow ties)
Processes
Guidance
Means of Control
Specifications
Competencies
Integrated Management System
Competencies
The approach focuses on understanding major loss events, and their implications
The Business Critical Rules FrameworkOur Approach
Ke
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s E
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nt
Ide
nti
fic
ati
on
of
Ris
kA
rtic
ula
tio
n o
f C
on
tro
ls
Commercial failure
Loss of Reputation
Safety Incidents
Critical Limit 1
Rule B
Rule A
Critical Limit 2
Means of Control A
Means of Control B
Bow ties
Capability and
training
Guidance and
Reference Material
Rules
Means of Control
Means of Assurance
CI Process:Incl. PDR & Knowledge
Share
Risk controlled working
environment
Behaviour and safety
culture
The Control Framework is made up of the Rules and additional component parts
The rules are one component of the total BCR control framework:
1. Business Critical Rules (what we do)
2. Means of Control / Documentation (how we do it)
• Means of Control (vital information)
• Critical limits• Guidance / instructions /
specs (more detailed information)
3. Assurance & Improvement Mechanism (checking that we are performing on a regular basis)
• Gap Assessment / Improvement cycle
Other critical elements of existing standards will have a position in the new framework
BusinessCritical Rules
Means of control
Guidance / instruction
Why do we need The Rules?
Our current system of standards has grown over time and now involves:
– 220,000 risks
– 844 Standards
– 9,664 controlled documents
– 500,000 individual competence tests each year
What are we doing?
1. Developing the BCR framework and Rules for each asset/national function
2. Developing electronic role manuals providing those accountable with easy access to the information they need, when they need it
3. Developing skills and competences so everyone understands how we take a risk-based approach to our work
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1. Framework design
1313
The building blocks of the BCR Framework
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Risks Rules Roles
Systematic assessment of risk on the railway
Core technical and cultural requirements for everyone in Network Rail
Specific guidance on relevant risks, controls and means of control
A simpler, safer and more effective railway
2. Electronic role manuals and change requests will ease access to all key information remotely
• One electronic system you can access on the move
• Easy access to the information you need, when you need it
• Clear sight for you and your team of who does what and the competence needed
• Search facility allows you to see how other parts of the country manage similar issues
• Opportunity to change where you identify a better means of control or baseline limit for your area
Rule
Accountabilities & Responsibilities
Means of Control
Competence
Limits
Ability to create and upload change requests for approval
3. Role based capability will provide the framework to equip staff with the skills they need
Safety Leadership & Management
Business / System skills
Values & Behaviours
Technical skills
Applying a risk based approach to competence management
Building role based programmes covering all aspects of the role, not just technical
Reduced workload in managing low risk activities
This system will develop the confidence to challenge unsafe activity and can work more collaboratively in order to improve overall performance
This system will develop the confidence to challenge unsafe activity and can work more collaboratively in order to improve overall performance
Applying additional effort to managing high risk competence
1616
What are the benefits?
Benefitsa desire to do something different
• Engineers are driving changes as they are seeing the potential benefits locally – will give them greater freedom
• Able to see potential benefits in man hours saved and productivity
• Have put forward a number of proposed changes to their means of control
• We’re seeing means of control changes that reflect local needs
• Introducing safer ways of working – less staff exposure to trains
Benefits case studySouth East Route
• First means of control limit has been changed
• Suspect faults found by Ultrasonic Testing Unit entered into a ‘suspect risk calculator’
• Allows testing timeframes to be increased
• Croydon DU trialing new process for next six months
• Expect that of 1300 suspects since start of 2013/14, only 10 per cent will need to be verified in existing timescales
• Initial trials have freed up two days extra availability of Ultrasonic Testers
• Able to focus on testing key assets rather than verifying known suspects
What’s next?
TMEs looking to make means of control baseline limit changes in the areas of:
twist fault management
thirteen week defect
emergency speed restriction boards
manual testing of rolling contact fatigue
What’s happening now?
• Engaging with Route Project Managers
• All Routes are in the plain line track trial
• Sharing learning between Routes
• Developing products for other assets and functions to be rolled out across the business over the next two years
For more information:[email protected]