The 7 Element OEM System: Breaking the Vicious Complexity Cycle

CxU=FOrganizations often use different names in different areas for what are essentially the same controls addressing the same Causes of Failure. For instance, processes such as Process Hazard Analysis (PHA), Hazard and Operability Study (HAZOP), Process Failure Modes and Effect Analysis (PFMEA), Equipment Criticality Ranking, risk registers, risk “bow-ties”, and other similar tools are all designed to address the same common Cause of Failure – failure to identify and assess risk. Implementing multiple variations of the same tool in response to poor performance or incidents drives organizational and process complexity.

Good thinking, sound advice but the wrong starting point! Read more of this post

"Complexity itself has become the problem":

If we are to (re)build financial resilience then it can only be done with a greater understanding of what makes a system fragile. So, I am delighted that more and more Consultancies are promoting the “complexity message”.

Although, as I have journeyed deeper into the subject, it has become clear that most of what is written about complexity theory is dense, academic and/or expensive. On the other hand, I often read or listen to consultants, ‘experts’ and media people who proffer ludicrously simplistic ‘solutions’ to complex predicaments, often without the ability to offer a clear, concise or measurable definition of complexity…not the best starting point IF considering engaging a Consultant!!!

Since it seems most people would prefer things to be simple, these ‘experts’ always seem to have an uncritical audience.  I can’t comment upon the competence of any of these firms but, I CAN say that the Ontonix approach offers a radically different and transparent solution*. Read more of this post