High-reliability organizations are those which are consistently well-prepared and capable of thriving even under high-hazard or high-risk situations routinely. These organizations often have good maintenance and diagnostic technologies in place, fully integrating data and information into their everyday processes. Your core values should include those attributes your organization needs to maintain at a high level of reliability and resilience.
Implementation of high-reliability organization principles requires a reliability program plan, which is essential for achieving high levels of reliability, testability, and maintainability in the resulting system. Availability is developed early during system development and refined over the system’s life-cycle. You can greatly improve your own organization’s reliability by observing the history of high-reliability organizations and comparing your work in high-risk environments to theirs, using the information you gain from this to work towards changing your enterprise’s safety culture accordingly.
However, it is important to be wary of modeling high-reliability organizations without providing an in-depth analysis of the relevant theory and its complexity. A high-reliability organization can be broadly defined as one that experiences fewer than normal accidents despite an inherently risk environment. High-reliability organizations and resilience engineering are closely related approaches providing a new perspective on risk management. By addressing the capacities of organizations to face mostly unforeseen risky situations while maintaining their essential missions, rapid response institutes have developed an implementation plan that can transform any organization into a high-reliability organization as part of an overall operational excellence initiative.
Ensuring that the systems, structures, and procedures most conducive to organizational safety and reliability are in place can help you to clearly establish the causal relationships between root cause(s), the defined problem for your process to solve, and the benefit that will result from it. Maintaining high levels of competence and processional commitment means a combination of high organizational status and visibility for the activities that enhance reliability, and high-reliability professionals in positions with read access to senior management.
There are many works you can reference to help identify the key features and characteristics that need to be adopted by your organization so that you can achieve ongoing high reliability. Network reliability and risk are now in combination, one of the most important challenges facing the understanding and pursuit of system reliability in the modern era. Reliability and sustainability require consistent outcomes validated by the irrefutable power of high-reliability practices to produce results.
There is a critical need for enterprises to become true learning organizations, utilizing the wealth of available data to generate knowledge of their systems. It appears to be confirmed that the cultural level is a decision factor in creating an organization centered on human factors. In accordance with high-reliability organization theory, those firms with a limited attention towards the human factors indicate a purely reactive approach to risk management. The notion of resilience as a process has also been well-developed at an organizational, and service or product outputs are the reliability inputs of downstream organizations.
Want to check how your High Reliability Organization Processes are performing? You don’t know what you don’t know. Find out with our High Reliability Organization Self Assessment Toolkit: