AAOM Handbook

SS.04 Specify Serviceable Items

Context

The purpose of a Service Strategy is to identify the most cost effective way to manage risks related to a process. The objective is to deliver the safe, cost effective life required from processes that the Business is accountable for, or relies upon. Achieving this entails; • protecting people from harm, • protecting the environment from harm, • maintaining stakeholder support (investors, communities and regulators),

• preserving the Effectiveness of the process, • preserving the Efficiency of the process, and • preserving the operational life of the process.

It is not possible to produce a zero risk situation, hence, setting a Service strategy must start with defining the level of risk that the stakeholders in any situation consider acceptable. The acceptable level of risk is shaped by many factors, and it is not equal for all people in every situation, and will change over time. For example, one survey in a western society revealed that on average this group felt that a 1 in 10,000 risk of being killed in a car accident, a 1 in 100,000 risk of being killed at work, and a 1 in 1,000,000 risk of being killed at home were acceptable. Since it is not practical to eliminate all hazards, and produce a zero risk situation, it is sensible to be proactive in managing the most probable and high consequential risks. Ranking processes, based on the likelihood, consequences and exposure to risks, will allow the set of critical processes (those where the risk posed is not acceptable) to be identified. This will allow service work to be focused on those areas where it will produce the greatest return. A critical area is likely to comprise; human activities, workplaces, equipment/components, materials and the environment of the process. Ultimately a risk arises due to an unacceptable change in the performance or use of one of these. Therefore, a Service Strategy to prevent, detect, mitigate or correct the conditions that may lead to an unacceptable change will involve distinct actions to, for example; • monitor performance of activities or tasks undertaken by people, or monitor the condition or performance of equipment or the environment, • coach people or adjust equipment to counter drift in performance, • refresh the training of people or repair equipment to reset performance to required standards, • relieve people who are fatigued by duty or replace equipment that is worn out.