I traveled to Aix en Provence ("Aix," pronounced "ex") in the south of France to present at the Third European Conference for High Reliability Organizations 5-6 November 2013. It was held at the newly opened (six months before the conference) Bouches-du-Rhone Fire Training School (EDSP) in Velaux, France. I have posted a few details about the trip to my family blog. I presented an interactive session focused on a High Reliablity view of the loss of the USS THRESHER (Apr 1963) and the fire aboard the USS MIAMI (May 2012). Here are links to the files I presented, the powerpoint and the speaker's notes. I have notes on the conference (in progress) in case anyone wants to read them.
I co-presented a workshop and moderated a parallel on High Reliability practices of nuclear power at the 6th International High Reliability Organizing conference. I was honored to participate with Tony Muschara and William Rigot. The overview of the presentation is here and the presentation is here.
I made a presentation at the 3rd Annual Patient Safety and Quality Conference in St Louis, MO. The title of my presentation was"Lessons from the Loss of THRESHER: High Reliability for Patient Safety" that was very well-received. It focused on some of the high reliability practices the Navy uses in submarine maintenance and how they can be adapted to improve safety in other contexts, like Patient Safety. I really enjoyed this opportunity and was treated exceptionally well by the conference organizers and participants. The presentatiion is available here. I have put the speaker's notes in a separate file (they are also embedded on the slides), which is available here. I have also posted a collection of research articles I encountered recently related to medical care and high realiability organizing here, which might be of interest to conference attendees wishing to do more research on their own.
I took some notes at a conference I recently attended to showcase what industry leaders are doing with Siemens Product Lifecycle Management (SPLM or Siemens PLM) software. You can download the entire file of my notes here, but the highlights were:
- Key industry trends are: "big data," increasing product complexity, integration of IT systems, computational expansion
- Ford uses Teamcenter to manage in-vehicle software, $100M in warranty reductions in 3 years
- IBM talked about the death of product design: how continuous connectivity, social networks and “big data” are killing product development
- The most successful companies are not making mere products. They are now producing systems and service development (think iPods with iTunes). An airplane is a product, focused on speeds and feeds, a one time sale, and the supplier can be replaced because the product is commiditized. A transportation system (like FAA, radars, GPS, etc.) represents an integrated approach and is much harder to copy/replicate.
- The cost of complexity (in products and services, internal and external to companies) is the biggest underestimated cost in business today. You might have a great technology, but if your product and system are too hard to use, you will lose to someone with 80% of the features that are simpler to use (think iPhone).
- There is an inexorable shift to Global Markets (characterized by the same competitors in each, customers driving requirements the same way). US does not understand the full impact of globalization on US companies because we still manage world markets as distinct markets.
- “Innovation is a significant improvement along the main parameter of customer value.”
- “North America business of US companies will be the ‘cash machine’ to fund emerging market focus”
- Companies use PLM to create "one version of the truth” with everyone using the same data
- Jason Jennings' presentation on “The Reinventors” had some familiar themes and some good reminders, like a Frugal leadership approach asks "What is the Good Business Reason For Doing This (WGBRFDT)? Can we do this without spending much money?" The best insight he provided was that double digit growth is an imperative because of the talent it attracts and retains, not because it is good for shareholders.