AAOM Handbook

A complete system to implement the Operating Model theory must therefore contain elements to establish what is the right Service work, the right time to execute that work (identified as the trigger event for the work), and the right way to complete the work. This component of the Operating Model is termed Set Service Strategy. Right Work The optimum Service strategy for any process is dependent on the design and application of the process, the level of output performance required from it, and the cost that can be accepted in order to achieve the desired output performance. Therefore, the inputs that may be necessary for setting an appropriate Service strategy for a process are; • the performance required from the process (from which an assessment of the level of stress or wear rates, etc. can be made), • the process design and technical specifications (from which the potential effects of stress and wear rates, etc. can be made), • the commercial, social and regulatory environment (from which both the level of acceptable risk and potential external threats can be determined), • the historical threats, determined either from the actual process or from similar processes, • the potential consequences of threats, and • the potential exposure to the consequences if a threat materialises. In identifying potential threats we must consider both the threats created by the operation of the process, and potential external threats to the process. A practical Service strategy will identify all the threats that are probable and meaningful, not all the ones that are possible. The starting point for considering what is the right Service work is to identify where a proactive Service strategy is necessary. The most effective way of doing this may be through the elimination of those areas where a proactive service strategy is not necessary, i.e. by identifying all the elements of a process (hardware, people, environment) where any probable threats would not cause an unacceptable risk. A detailed analysis can then be conducted on the remaining process elements, starting with the identification of the probable threats and the estimation of the relative risk ranking for each of these. When considering what threats are probable the base assumption must be 'what would be probable if there is not a service strategy in place'. To explain further, since the purpose of a Service strategy is to reduce the consequence, probability or exposure of a threat, in deciding whether we need a Service strategy we must approach the decision from the viewpoint that a Service strategy is not, or will not be in place. Where there is any relevant incident history, either from the specific process or from a similar process, and there has been no change to the design, operation or environment of the process that would significantly change the characteristics of a threat, this threat should be considered probable. Where there is no relevant incident history the probable

© McAlear Management Consultants 2006

Operational Planning: Set Service Strategy

Updated: August 2018

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