BENEFITS OF THE BOW-TIE METHOD
1. Logical, structured understanding Risk assessments can have a tendency to concentrate on the level of risk only, rather than considering all aspects of the management of risk. The structured approach of the bow-tie forces an assessment of how well all initial causes are being controlled and how well prepared the organisation is to recover, should things start to go wrong. This logical approach often identifies gaps and issues that are missed by other techniques.
2. Clear communication and improved understanding By visually illustrating the hazard, its causes and consequences, and the controls to minimise the risk, the bow- tie can be readily understood at all levels, from senior managers and operations personnel, to regulators and members of the public.
3. Greater ownership
Bow-tie workshops encourage participation and stimulate communication between key stakeholders, whether from the company, contractors or external parties, who all have a role to play in managing risk and yet may not be involved in more traditional techniques. When people feel involved they tend to ‘buy-in’ to the process. When action is taken based on what they say, people will take ownership. All of which lends itself to more effective risk management.
4. Efficiency gains
Bow-ties help identify where resources should be focused for risk reduction (i.e. prevention or mitigation), thus reducing the volume of safety analysis, leading to a potential reduction in unnecessary/lower importance barriers.
5. ALARP demonstration Bow-ties are an effective tool for qualitative demonstration that hazards are being managed to a level which is As Low As Reasonably Practicable (ALARP). The bow-tie diagram clearly identifies all existing barriers in place to prevent realisation of a hazard, and prompts operators to ask “is there anything more we can reasonably do?”
6. “Future proof” risk management Unlike other risk assessment techniques, the bow-tie illustrates not only what controls are currently in place, but, through the use of critical tasks, why they will still be there tomorrow.
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