Operational Excellence Management System

Transcription

1 Operational Excellence Management System

2 Operational Excellence Management System FTO Services is committed to conducting business in a manner that is compatible with the environmental and economic needs of our surrounding communities, with a focus on the safety, security and health of our employees, customers and the general public. FTO Services policies are put into practice through a disciplined management framework called the Operational Excellence Management System (OEMS). The OEMS framework establishes common expectations for addressing risks inherent in our business. Operational Excellence (OE) addresses all aspects of the business affecting personnel and process safety, including security, health, environmental and operational performance. This document is designed to clarify FTO Services commitment to OE regarding: Process safety Personnel safety Health, environmental and operations integrity policies Vision Our vision is to empower employees to deliver excellent service measured by safe, effective and integrated operations that leverage our full capabilities, mitigate risks and create value for our customers. 2 FTO Services Operational Excellence Management System

3 Operational Excellence Management System Customer Service & Quality Leadership Accountability & Commitment Risk Assessment & Management Continuous Improvement Planning & Process Procedures Community Awareness & Emergency Preparedness Information & Documentation Incident Investigation & Analysis Third-Party Services & Business Partners Management of Change Mechanical Integrity Skills & Knowledge System Main Elements of the Operational Excellence Management System 3

4 LEADERSHIP ACCOUNTABILITY & COMMITMENT 1. Leadership Accountability and Commitment FTO Services management establishes policy, adds perspective, sets expectations and provides the resources for successful operations. Assurance of operational excellence requires management commitment and leadership to be visible throughout the organization and accountable at all levels. 1.1 Every level in the organization is responsible for building, communicating and supporting the OEMS. 1.2 Managers and supervisors are personally accountable for OE by credibly demonstrating their commitment by promoting an open and trusting workplace and understanding how their behavior influences others. Managers demonstrate commitment by participating actively and visibly. 1.3 Managers and supervisors utilize their knowledge, behaviors and leadership skills to effectively apply OE tools and systems. 1.4 Due to the complex risks inherit in subsea operations, the implementation and improvement of the OEMS is established by management through the scope, pace and priority of the projects. 1.5 The OEM system s roles, responsibilities, authorities and accountabilities are known and exercised by all employees. 1.6 Meeting goals and objectives allow for performance evaluations, from which results are established. 1.7 Good practices and procedures are the end result of leadership expectations. 1.8 The organization shares in lessons learned while actively engaging its workforce in the operations integrity process. 1.9 The degree to which expectations are met is assessed and performance evaluations are conveyed to corporate management. Management commitment and leadership must be visible throughout the organization and accountable at all levels. 4 FTO Services Operational Excellence Management System

5 2. Risk Assessment and Management Essential information for decision making is provided by mitigating the risk and consequences of each enterprise. Health, safety, environmental and security risks can be reduced through comprehensive risk assessments. Proper risk assessment and management element will: 2.1 Manage risks by assessing the probabilities and consequences of each action and identifying the associated hazards. 2.2 Identify and address potential hazards associated with each project as they affect the public, personnel, facilities, the environment and ongoing operations. 2.3 Maintain a comprehensive safety program for each location/project. Core elements of the program will include: RISK ASSESSMENT & MANAGEMENT Written safe work practices: Bypassing Critical Protections Lifting and Rigging Permit to Work Hot Work Simultaneous Operations (SIMOPS) Electrical Work Written Safe Work Practices Confined Space Entry Equipment Isolation (lockout/ tag out) Working at Heights Excavation Opening Equipment A written task or job safety analysis process (JSA) to identify, eliminate or mitigate potential hazards prior to conducting work. Stop Work Authority. Communication and management of hazards through a hazardous materials communication (HAZCOM) process. Tracking and analyzing observations, establishing a process for identifying and implementing actions for improvement, and ongoing observation and commentary of worker behavior provided through a behaviorbased work safety process. 2.4 Call for risk assessments performed by experts outside of the company when necessary. 2.5 Necessitate the updating of risk assessments at preset intervals and as changes occur. 2.6 Require documenting and communicating decisions clearly, basing decisions on the nature and magnitude of the risk, and specifying the levels of management necessary to address and assess the risk. 2.7 Include the implementation of a follow-up process to validate the risk-management decisions. 5

6 PLANNING & PROCESS PROCEDURES 3. Planning and Process Procedures Prioritized gaps in safety are managed through development of a three-year risk-assessment plan. Business plans are directly integrated into the risk-assessment plan, and accountabilities are assigned. 3.1 Business plans are utilized by departments that develop metrics, targets and action plans with firm milestones and completion dates. Components of these plans include: Categorizing and assigning resources. Communicating metrics, targets and action plans to ensure understanding. Creating a plan outline, assigning accountability and developing necessary performance agreements. 3.2 Business plan activities are implemented with accompanying planned actions. In order to achieve plan objectives, department networks are chosen to seek out best practices and processes and to share lessons learned. Departments conduct monthly plan progress and performance monitoring, then adjust the plans as necessary. World-class results in operational excellence are delivered through welldesigned and successfully implemented processes and standards. To meet the necessary requirements, each department must identify, develop, implement and consistently improve processes through a systematic approach. Necessary actions not addressed in the business plan are identified and managed. 3.3 The business plan includes a measurement of progress on performance and identification of necessary adjustments. An annual review of all OEMS activity is conducted. When reviews are completed, it is determined whether the plan s progress and performance is on track. Procedures Procedures define the process boundaries and interface with other processes. Procedures specify purpose, scope, objectives and expected results. Procedures describe the necessary steps to be performed and how to accomplish them. Each procedure defines the resources, roles and responsibilities of those performing the work and those overseeing the work. Measurement and verification of results ensure that critical components of the process are accurately designed and fully accomplished. An evaluation incorporating the measurement and verification of results facilitates the advancement of process design and future effectiveness. 6 FTO Services Operational Excellence Management System

7 It is essential to assess and manage risk through accurate information concerning the configuration and capabilities of processes and equipment, properties of products and materials being handled, potential hazards, and regulatory requirements. 4.1 Appropriately safeguarded information is identifiable, accessible and accurate. This includes drawings, pertinent records and documentation necessary for sound design, operation, inspection and maintenance of facilities and equipment. 4. Information and Documentation INFORMATION & DOCUMENTATION 4.2 Accessible information concerning the potential hazards of materials involved in operations is kept up-to-date. 4.3 Information is documented and communicated regarding potential hazards associated with products and the guidelines enabling proper handling, use and disposal. 4.4 Information concerning applicable laws and regulations, licenses, permits, codes, standards and practices is documented and kept current. 5. Skills and Knowledge System The implementation of appropriate OE elements and programs designed to achieve operation integrity requires careful screening, selection and placement of employees, as well as proper training and ongoing assessment. 5.1 An initial training period is completed for the well-being of personnel and protection of the environment, ensuring that persons assigned to operate and maintain the facility possess the required knowledge and skills to carry out their duties and responsibilities, including startup and shutdown. 5.2 Periodic training is performed to maintain understanding of, and adherence to, current operating procedures. Periodic drills are used to verify retention of the required knowledge and skills. 5.3 A Management of Change program is in place whenever a change is made to operating procedures, safe work practices or emergency response and control measures. Personnel will be trained or otherwise informed of the change before they are expected to alter procedures. 5.4 Contractors are trained in the work practices necessary to perform their jobs in a safe and environmentally sound manner. Training includes instruction on operating procedures, safe work practices and emergency response and control measures. 7 SKILLS & KNOWLEDGE SYSTEM

8 MECHANICAL INTEGRITY 6. Mechanical Integrity The inspections, testing and quality assurance program ensure the mechanical integrity and safe operation of equipment. The program is designed to prevent or mitigate the uncontrolled release of hydrocarbons, toxic substances or other materials that may cause environmental damage or safety consequences. 6.1 Procedures are established to monitor the design, procurement, fabrication, installation, calibration and maintenance of systems and equipment in accordance with service requirements, material specifications, manufacturer recommendations, design and industry standards. 6.2 All applicable employees and contractors involved in maintaining equipment and systems undergo extensive training to verify the mechanical integrity of the equipment. 6.3 If deemed necessary based on prior operations, inspections and tests will be performed more frequently. The frequency of inspections and tests will meet the manufacturer s recommendations and conform to all local regulations. 6.4 Each inspection and test performed on equipment and systems is documented and verified. Documentation includes: Date of the inspection or test. Name, position and signature of the person who performed the inspection or test. Serial number or other identifier of the equipment on which the inspection or test was performed. A description of the inspection or test performed. The results of the specific inspection or test. 6.5 The correction of any deficiencies associated with equipment and systems is documented before further use of the equipment and systems is authorized. 6.6 Applicable procedures are identified and completed for the installation of new equipment and construction systems. 6.7 A risk review is completed verifying that the modification of existing equipment and systems is documented and the alterations are limited to appropriate equipment. 6.8 All inspections and tests are verified through documentation. Procedures are in place to ensure that equipment and systems are installed and aligned with design specifications and manufacturer s instructions. 6.9 Procedures are verified regarding the compatibility of maintenance materials, spare parts and equipment. 8 FTO Services Operational Excellence Management System

9 To maintain changes at an acceptable level, risks associated with operations integrity must be evaluated and managed by operations, procedures, site standards, facilities and organizations. 7.1 Both temporary and permanent changes must have a process in place for their management. 7.2 The process for managing change must address: 7. Management of Change MANAGEMENT OF CHANGE Authority for approval of changes. Analysis of operations integrity implications. Compliance with regulations and approved standards. Acquisition of needed permits. Documentation, including reason for change. Communication of risks associated with the change and required mitigation measures. Time limitations. Training. 7.3 Temporary changes must not exceed initial authorization for scope or time unless reviewed and approved. Both temporary and permanent changes must have a process in place for their management. 9

10 THIRD-PARTY SERVICES & BUSINESS PARTNERS 8. Third-Party Services and Business Partners Third parties must perform consistently and compatibly with FTO Services policies and business objectives, as the company s operations and reputation are directly affected. 8.1 In the evaluation and selection of third-party services, a criterion must be met that assesses the party s capability to perform work in a safe and environmentally sound manner. 8.2 Third-party performance requirements are defined and communicated. These requirements include: Providing personnel that are appropriately screened, trained, qualified and capable of performing specified duties. Providing a quality-based program that includes a system to ensure mechanical integrity. Providing a process for self-monitoring, stewardship and reporting. 8.3 Organizations providing and receiving services must be successfully managed through an operational interface. 8.4 Third-party performance and leadership is measured through ongoing monitoring and assessment. Once feedback is received, any deficiencies are corrected. Third parties must perform consistently and compatibly with FTO Services policies and business objectives. 10 FTO Services Operational Excellence Management System

11 OE is achieved through effective incident investigation, reporting and follow-up. Information is used to take corrective action, prevent recurrence and provide the opportunity to learn from reported incidents. 9.1 A process is in place for reporting, investigating, analyzing and documenting actual safety, security, health, environmental and regulatory compliance incidents, along with significant near misses. 9.2 Existing procedures are in place for both actual incidents and near misses that: 9. Incident Investigation and Analysis INCIDENT INVESTIGATION & ANALYSIS Deliver timely investigations. Determine the level of investigation by considering potential consequences. Identify root causes and contributing factors. Prevent recurrence of the incident and related incidents by implementing and regulating necessary actions. 9.3 Determine where changes to practices, standards, procedures or management systems are warranted as a basis for improvement. Findings are periodically retained and analyzed. 9.4 Sharing lessons learned from actual incidents and near misses is standard protocol. This process facilitates performance improvement and teamwork. 11

12 COMMUNITY AWARENESS & EMERGENCY PREPAREDNESS 10. Community Awareness and Emergency Preparedness Emergency planning and preparedness ensures that all necessary actions are taken for the protection of the public, the environment, company personnel and assets in the event of an incident. Effective management of stakeholder relations builds trust and confidence in the communities where we operate Concerns about our operations, including those regarding the workforce and community expectations, are sought, recognized and addressed in a timely manner Emergency preparedness, response procedures and business continuity plans are documented, accessible and clearly communicated. These plans, based on assessed operations integrity risks, include: Response action plans that address significant incident scenarios. An organizational structure that clearly delineates responsibilities and authorities. Internal and external communications procedures. Procedures for accessing personnel and equipment resources. Procedures for accessing essential operations integrity information. Procedures for interfacing with external emergency response organizations. A process for periodic information updates Readily available equipment, facilities and trained personnel needed for emergency response are clearly identified Emergency control center(s) designated for each operation/facility are established with ready access to: Emergency action plans. Oil spill contingency plans. Well control plans. Other safety and environmental information Personnel are instructed through simulations and drills conducted periodically. These drills include the consideration of external communications and involvement. 12 FTO Services Operational Excellence Management System

13 Improving the OEMS and maintaining accountability is essential to meeting assessment expectations The degree to which the OEMS expectations are met is established through the assessment of operations at predetermined frequencies The frequency and scope of assessments reflect the complexity of the operation, level of risk and performance history. 11. Continuous Improvement CONTINUOUS IMPROVEMENT 11.3 Multidisciplinary teams, including experts from outside the immediate operations, conduct the assessments Findings are assessed and documented Findings are used to make improvements through periodic review of the assessment process. 12. Customer Service and Quality FTO Services is committed to building trust and long-term positive relationships with our clients through a policy of open communication A reciprocal understanding about projects, operations, equipment and products is promoted through a process that systematically plans and implements customer engagement All potential security, health, safety, environmental, supply chain, social and other concerns are addressed as fully as possible Active participation by clients in the design, development, implementation and continual improvement of our work is welcome. 13 CUSTOMER SERVICE & QUALITY

14 Characteristics of the Operational Excellence Management System Each operating unit and project must have in place properly designed and documented management systems that address all the expectations within the OEMS framework. To be effective, these management systems must incorporate and document the following five characteristics: Scope and objectives: Scope defines the system s boundaries and identifies interfaces with other systems, organizations and facilities/operations. Objectives clearly define the system s purpose and expected results. Processes and procedures: Processes address the steps that describe what the system does and how it functions. Procedures address the key tasks required by a process. Responsible and accountable resources: Responsibilities are defined by approval from authorities, experience and training requirements. Personnel imperatives are specified for both implementation and execution of the system. Verification and measurement: A system must be checked to see whether it is functioning as designed and achieving its stated purpose. There are two components: verification and measurement. Verification determines that processes and procedures are functioning and effectively executed. Measurement confirms the quality of system processes and determines that system objectives and results are being achieved. Feedback and improvement mechanisms: Findings from assessments, verification and measurement activities are used to enhance system suitability, capability and effectiveness. These findings ensure that the system is being continuously improved. 14 FTO Services Operational Excellence Management System

15 Operational Excellence Management System Operational Excellence Management System Tenets 15

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