The recent articles claiming BP was demonstrating carelessness and complacency when the company cut corners in their well design got me thinking. Companies and design teams constantly improve their process in ways that cut costs and shrink schedules. This incremental process of “cutting corners” is the cornerstone of the amazing advances made in technology and improvements in our overall quality of life over the years. There seems to be a lot of second-guessing and criticism by people outside the design, build, and maintenance process when those incremental changes cause a system to cross the line between “good enough” and broken. The disaster that BP is in the middle of right now in the gulf is quite serious, but the magnitude of the disaster makes me think we should explore a thought exercise together.
What would be the cost/benefit if BP never “cut corners” on their well and rig designs? The immediately obvious answer might be, there would be no oil volcano at the bottom of the gulf right now and BP would be happily pumping oil out of that well instead of cleaning up after it. I say volcano because the words spill and leak seem so insufficient to describe the massive force required to spew out all of that oil despite the tremendous pressure pushing down on that opening by being under all of that water. A possible problem with the immediately obvious answer is that it ignores an essential implied assumption. While there might not be any oil pouring into the gulf, we might not be harvesting any of the oil either.
Let’s reword the question to make it more general. What would be the cost to society if everyone only engaged in ventures that would never find the line between good enough and broken? While raising my own children, I developed a sense of the importance that we all need to find the line between good enough and broken. I believe children do not break the rules merely to break the rules – I think they are exploring the edges and refining their own models of what rules are and why and when they should adhere to them. If we deny children the opportunity to understand the edges of rules, they might never develop the understanding necessary to know when to follow and when to challenge a rule.
This concept applies to engineering (as well as any human endeavor). If designers always use large margins in their designs, how will they know when and why they can or should not push those margins? How will they know if the margins are excessive (wasteful) or just right? My experience shows me that people learn the most from the failures, especially because it enables them to refine their models of how and why the world works the way it does.
I think one of the biggest challenges to “cutting corners” is minimizing the impact of when you cross the line to a failure precisely because you do not know where that line is. To me, derelict complacency depends on the assumption that the designer knew where the line to failure was and crossed it anyways. If my engineering career taught me anything, it taught me that we never know what will or will not work until we try it. We can extrapolate from experience, but experience does not provide certainty for everything we have not tried yet.
To an outsider, there might not be an easy to see difference between good engineering and derelict complacency. What are your thoughts on how to describe the difference between appropriate risk-assessed process improvement and derelict complacency? Can we use common failures in the lab to explore, refine, and communicate this difference so that we can apply it to larger disasters such as the oil in the gulf or even unintended acceleration in automobiles?
If you would like to suggest questions to explore, please contact me at Embedded Insights.
[Editor's Note: This was originally posted on the Embedded Master]