Instilling a Checklist Culture to Improve Asset Integrity Management

Q&A with Jim Weynand, Chief Revenue Officer, Check-6

By Jeremiah Wooten, Managing Partner at Inspectioneering. May 23, 2016
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Inspectioneering recently had the opportunity to chat with Jim Weynand, Chief Revenue Officer for Check-6, a global leader in accelerating human performance. Mr. Weynand oversees the company’s marketing and sales departments, and is responsible for developing the company’s go-to-market plan and growth strategy, including the downstream sector.  Our discussion focused on the effect human factors have on plant operations and how positively and routinely influencing human performance can improve asset integrity management.  We hope you find the exchange interesting and informative.

IJ: Can you tell me a little bit about Check-6, its military experience, and why it is of benefit to the oil and gas industry?

Jim Weynand (JW): Check-6 was founded in 2007 by combat-experienced senior military leadership with an initial objective of transferring proven operational process and leadership experience from high-hazard environments such as aircraft carrier operations to upstream O&G.  Subsequently, we found that most every industry that brought Check-6 in to coach, saw immediate and verifiable results.  What industry doesn’t strive for getting it right, every single time? 

In the downstream industry where production is at an all-time high and uncompromised safety is imperative, plant owners and operators are coming to grips with the challenges of human factors, psychological and physiological threats from daily life in and outside of work.  These factors serve as key ingredients to most accidents and productivity losses. Safety has been the target, but falling short of that mark puts refineries closer to an inevitable accident. Striving for perfection positions an organization further up the performance ladder where safety is inherent, and farther away from a potential incident.

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