From QMS to IMS. Name: Arie Boer Function Risk Manager Date: 19 december 2014

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1 Name: Arie Boer Function Risk Manager Date: 19 december 2014

2 Introduction EPZ is located in the south west of the Netherlands Vlissingen Borssele 2

3 Introduction EPZ has a coal fired plant, windmills and a NPP wind NPP Borssele 500 MW PWR 400 employees coal 3

4 Introduction History > first commercial production > government decision: NPP has to close in > employees started a lawsuit > result: no legal ground for closing the NPP Uncertainty until > new contract with government, open until 2033 Development and execution of a life time extension program Many retirements Many new employees 4

5 Introduction History of the management system The MS was developed in 1980, after the Three Mile Island accident The system fitted for use After that a lot was added Quality Management System 5

6 Risk Management Corporate objectives nuclear safety, industrial safety, security, availability, finance compliance, employee satisfaction Integral Integral & Integrated Risk management Integrated Quality Management System 6

7 Conclusion The QMS in 2012 High complexity Users got lost in the system, especially new employees Users did not see the added value anymore 7

8 Conclusion The QMS was not fitted for use anymore 8

9 What to do? Transform the QMS to a IMS, requirements are: Simple structure Process based Integral approach Added value for users Supports company goals Helps managing the risks In compliance with regulation and the relevant standards A 5 step plan was made 9

10 Step 1 Create awareness and support Realize quick wins Make a photo Better control of IMS New system structure Enhancement of process ownership Improve Processes Give support 10

11 risk level Create awareness & support Why do we need a management system? Goals resources spend electricity safety technique organisation processes money compliance behavior culture employee Satisfaction time social responsibility 11

12 Create awareness & support What are the challenges related to the MS? Non-conformities are the tip of the iceberg Key challenge OWNER SHIP Structure 12

13 Step 2 Create awareness and support Realize the quick wins Make a photo Better control of IMS New system structure Enhancement of process ownership Improve Processes Give support 13

14 Quick wins New view in the document control system Merge two databases New MS manual Better coordination with coal fired plant And other small items 14

15 Step 3 Create awareness and support Realize the quick wins Make a photo Better control of IMS New system structure Enhancement of process ownership Improve Processes Give support 15

16 Make a photo A process maturity model is developed The maturity of the processes is measured Purpose Define the status of the processes / QMS Define the objective for the processes / IMS Easy communication 16

17 Process maturity model 5 levels 5 areas Criteria 17

18 Maturity model areas, based on the process model (PDCA) Process ownership Performance Compliance Process owner Risk control plan manage check Process structure Execution execution 18

19 Maturity model levels 1. Not present 2. Adhoc 3. Activity 4. Process 5. System 19

20 Level 3 Activity ACTION EMPLOYEE ACTION ACTION PRODUCT PRODUCT EMPLOYEE EMPLOYEE ACTION ACTION EMPLOYEE PRODUCT PRODUCT ACTION EMPLOYEE ACTION ACTION 20

21 Level 4 - Process ACTION PROCES OWNER ACTION PROCESS ACTION ACTION ACTION ACTION PRODUCT ACTION EMPLOYEE ACTION EMPLOYEE 21

22 Level 5 - System PROCES EIGENAAR PROCES EIGENAAR SYSTEM PRODUCT PRODUCT PROCES EIGENAAR PROCES EIGENAAR PRODUCT PROCES EIGENAAR PRODUCT PRODUCT PROCES EIGENAAR PROCES EIGENAAR PRODUCT PRODUCT PROCES EIGENAAR 22

23 Eigenaarschap Resultaat Compliance Risicobeh. Inrichting Uitvoering From QMS to IMS Result: process maturity per process and aspect PROCES MATURITEIT Proces beoordeling gemiddeld Proces A ,0 Proces B ,5 Proces C ,8 Proces D ,5 23

24 NS relevant process to level 5 5 systeem niveau eigenaar is proactief en gericht op verbeteren klantgerichte attitude relaties met andere processen zijn gelegd en functioneren KPI's zijn bekend en worden gerealiseerd, incl. verbeteracties Risico's zijn bekend en worden geraliseerd Every process to level 4 4 proces niveau eigenaar gedraagt zich als eigenaar proces is compleet en afdoende gedocumenteerd proces functioneert naar behoren documentatie is actueel en beheerd compliance eisen zijn bekend en proces voldoet er aan 3 activiteit niveau eigenaarschap niet goed geregel of uitgevoerd proces versnippert proces uitvoering verloop t niet naar behoren documentatie niet actueel 2 adhoc niveau eigenaarschap niet goed geregel of uitgevoerd proces wordt adhoc uitgevoerd vereiste documentatie ontbreekt 1 niet aanwezig geen eigenaar proces is niet aanwezig The maturity of 20 processes is measured 24

25 Step 4 Create awareness and support Realize the quick wins Make a photo Better control of IMS New system structure Enhancement of process ownership Improve Processes Give support 25

26 Enhance the control of the management system Redefine requirements for the system Improve internal audits and inspection procedures Improve corrective action program Improve procedure for document control New format for procedures New document coding system Etc. 26

27 New process structure Integral processes (management) Tactical processes (from policy to operation) Organizing processes Operational processes 27

28 New process structure 28

29 Analysis of relations between processes determination of breakdown structur of the processes 29

30 Enhance owner ship Systeem responcible System requirements (level), provide resources, check on effectiveness of the system System owner Development and control of the system Process responsible Process requirements, provide resources, check on effectiveness of the process Process owner Development and control of a process (maintenance, purchasing, production, etc.) 30

31 The plan Create awareness and support Realize the quick wins Make photo and communicate objective Better control of IMS New system structure Enhancement of process ownership Improve Processes Give support 31

32 Improve the processes and the organization Leading roll for process owners System owner gives support Todo s: Process requirements clear Know the risks Know the compliance rules Analyse and improve process structure Use LEAN techniques Adaptation of the organization structure Transformation of Quality Department to continuous improvement department 32

33 Thanks for your attention Questions? N.V. EPZ Zeedijk 32, 4454 PM Borssele Telefoon epz.nl werkenbijepz.nl 33

34 Introduction My background Worked for 27 years in the chemical industry Chemical process development Industrial safety Environment Quality management Integrated management system Safety risk management system (ISRS) Now for 7 years at EPZ Development en implementation of integral & integrated risk management 34

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