Operational excellence expectations (TengizChevroil Company)
К содержанию номера журнала: Вестник КАСУ №4 - 2008
Авторы: Беляева А.А., Сагиндыкова Ю. А.
OE
Expectations are organized under 13 elements and spell out
specific requirements for the management of safety, health, environment,
reliability and efficiency. The expectations are met through processes and
programs put in place by local management. In many cases, a single process or
program may fulfill the intent of one or more expectations. In some cases, one
expectation may require several processes to be put in place.
Leaders
are responsible for ensuring that processes and programs are established and
working effectively to satisfy all expectations. Several expectations are
supported by Chevron standard processes or operating company standard
processes. A current list of Chevron standard processes is available on the
Operational Excellence website [1].
Element
1: Security of Personnel and Assets
Provide
a secure environment in which business operations may be successfully conducted
[2].
1.1
A process is in place to actively engage employees in security
awareness and vigilance to the security environment.
1.2
Risk-based security management plans are developed, implemented
and maintained to address potential security threats to the business.
1.3
A process is in place to integrate security management plans with
related plans for emergency management, business continuity and information
protection.
Element
2: Facilities Design and Construction
Design
and construct facilities to prevent injury, illness and incidents and to
operate reliably, efficiently and in an environmentally sound manner.
2.1
The Chevron Project Development and Execution Process (CPDEP) and
applicable tools and sub-processes such as Decision Analysis, OE Roadmap for
Projects and Operations Assurance, are used to incorporate OEMS requirements in
the design and construction of all new and modified facilities.
2.2
Consider reliability, operability, maintainability and total
life-cycle cost trade-offs in making incremental capital investment decisions.
This tradeoff analysis should use the criteria found in the Corporate
Investment Analysis Manual.
2.3
A process is in place to comprehensively assess and evaluate
safety, health and environmental risks; potential business and community impacts;
and to develop associated mitigation plans for new and modified facilities.
Assessments conducted in early project phases shall be re-evaluated during
final detailed design to determine whether mitigation plans have been
implemented. The HES Risk Management Corporate Standard Process and the
Environmental, Social and Health Impact Assessment (ESHIA) Corporate Standard
Process support this expectation.
2.4 Conduct
pre-startup reviews on all new, modified or previously idled facilities prior
to start-up and after shutdowns to confirm they meet applicable regulatory and
corporate requirements. Pre-Startup reviews may include a Pre-Startup Safety
Review (PSSR) and/or Operational Readiness Review.
Element 3:
Safe Operations
Operate
and maintain facilities to prevent injuries, illness and incidents.
3.1
Use the HES Risk Management Corporate Standard Process to
periodically identify, assess and mitigate the safety and health risks related
to facility operations and modifications.
3.2
A comprehensive safety program is in place for each location. Core
elements of the program shall include:
-
Written safe work practices. Safe work practices may include: permit to work,
hot work, confined space entry, equipment isolation (lockout/tagout), opening
equipment, excavation, working at heights, electrical work, simultaneous
operations (SIMOPS), bypassing critical protections, lifting and rigging, and
other applicable practices identified through risk assessment of local
operations.
-
A written job or task safety analysis process (JSA) to identify, eliminate or
mitigate potential hazards prior to conducting work.
-
Stop work authority.
-
A repetitive stress injury (RSI) prevention process.
-
A comprehensive road safety management process to minimize risk and promote motor
vehicle safety.
-
A hazardous materials communication (HAZCOM) process to manage and communicate
hazards.
-
A behavior-based safety process to provide for observation and commentary on
worker behaviors, tracking and analysis of observations, and a process for
identifying and implementing actions for improvement [2].
3.3
An occupational health program is in place for each location. Core
elements of the program shall include:
-
Occupational hygiene and medical surveillance programs appropriate for the location
that include procedures for identification and control of workplace exposures,
including infectious disease, and ongoing monitoring and surveillance of
affected personnel.
-
A process to determine whether employees are safely able to perform the essential
physical, psychological and cognitive requirements of their job without risk to
self, others or the environment and are not impaired by drugs, alcohol or
disabling medical conditions.
-
Health education programs to reinforce personal and facility hygiene to control
workplace exposure and transmission of infectious diseases [4].
3.4
A process is in place to develop and maintain operating and
maintenance procedures, process safety information. The process shall ensure
that documents, procedures, records and other information are current and
accessible. Procedures for document control including confidentiality and
retention shall also be included.
3.5
A training program is in place to ensure that employees have the
skills and knowledge to perform their jobs competently, in an incident-free
manner and in compliance with all applicable laws, regulations, company
policies and requirements.
The
program shall include:
-
Identification of training needs for leaders, supervisors and other employees.
-
Initial, ongoing and regular refresher training.
-
Employee awareness of their roles and responsibilities in achieving conformity
with the requirements of OEMS and the potential consequences of departing from
specific procedures.
- Documentation and assessment
of training effectiveness
-
OE Expectations [2].
Element
4: Management of Change
Manage
both permanent and temporary changes to prevent incidents.
4.1
A process is in place to manage changes to facilities, operations,
products or the organization. The management of change process shall address:
-
Both permanent and temporary changes.
-
Authority for approving changes.
-
Evaluation of health and safety hazards, environmental impacts and mitigation.
-
Communication of the change.
-
Training.[4]
Element
5: Reliability and Efficiency
Reliability
Operate
and maintain wells and facilities to sustain mechanical integrity and prevent
incidents.
5.1
A process (Reliability Opportunity Identification [ROI] or other
applicable process) is in place to identify and resolve the significant few
facility and business unit-wide equipment, work process and/or human
reliability opportunities that cause significant incidents or performance gaps.
Failure analysis is used to determine causes of failures and actions are taken
to resolve these causes.
5.2
A process is in place to identify critical structures, equipment
and work processes. Possible failure modes and effects are analyzed and steps
are taken to prevent the failure or mitigate the effects.
5.3
A process is in place to establish and use standardized equipment
operation and surveillance duties for all critical structures, equipment and
protection devices to ensure they operate properly.
5.4
A process is in place for condition monitoring (or time-based
inspection and testing) to monitor and ensure mechanical integrity of all
critical structures, equipment and protection devices.
5.5
A process is in place to prioritize, plan, schedule and complete
necessary maintenance for all structures, equipment and protective devices.
Process shall include:
-
Proactive maintenance of equipment and protection devices through use of
surveillance and condition monitoring results.
-
A structured, project planning approach for facility shut-ins, turnarounds and
significant maintenance projects to reduce downtime and ensure efficient use of
resources.
-
Prioritization, planning and scheduling to manage work on all structures,
equipment and protective devices [1].
5.6
A process is in place to identify and resolve other repetitive or
recurring failures, to improve reliability and reduce maintenance costs.
5.7
A process is in place to manage well reliability. Process shall
include:
-
Identification of critical wells or well types. Possible failure modes and
effects are analyzed and steps are taken to prevent failures or mitigate
failure effects for critical wells or well types.
-
Standardized operation and surveillance duties for critical wells or well
types.
-
Use of surveillance, performance data and analysis to assess current well
performance against expected well potential to identify and evaluate
opportunities for improvement.
-
Condition monitoring to ensure mechanical integrity of all critical wells or
well types.
-
Proactive maintenance programs utilizing available surveillance and condition
monitoring results to correct abnormal conditions.
-
Prioritization, planning and scheduling of well work.
-
Efficiency
-
Maximize efficiency of operations and conserve natural resources.[1]
5.8
A process is in place to optimize operational processes and improve
profitability through the efficient use of people, time and assets.
5.9
A process is in place to track and improve energy efficiency while
reducing emissions (including greenhouse gases) per unit of production.
5.10 A process is in place to maintain inventories
and plans for conservation of natural resources and for reducing use of raw
materials by each facility and each process.
Element
6: Third-Party Services
Systematically
improve Third-Party Service performance through conformance to Operational
Excellence.
6.1
A process is in place to ensure that third-party service suppliers
perform to safety, health, environment and reliability requirements consistent
with those required of company employees when working on company property and
when providing services for the company off company property in operational
control.
6.2
A Contractor Safety Management (CSM) process is in place that
clearly establishes accountabilities to include:
-
Identification of company contract “owners” (or management sponsors)
accountable for each contract.
-
Active engagement of contractors in implementing and improving the CSM program.
-
A contractor qualification and selection process which addresses safety
performance.
-
Pre-job work reviews and actions during work to verify scope of work, reinforce
expectations and monitor compliance to requirements.
-
Periodic evaluation of contractor safety performance and assessment of the CSM
program.[1]
Element
7: Environmental Stewardship
Strive
to continually improve environmental performance and reduce impacts from our
operations.
7.1
A process is in place to inventory all emissions, releases and
wastes and to identify natural resources impacted by operations. (Natural
resources include air, surface water, ground water, soil and geologic
resources, and local biological diversity.) The inventory should include
possible sources of unplanned releases and sources of potential contamination
caused by past practices.
7.2
Processes are in place to identify, assess, mitigate and manage
significant potential risks and impacts to human health and the environment
(including natural resources) associated with operations, emissions, releases
and wastes. The HES Risk Management Corporate Standard Process and the
Environmental, Social and Health Impact Assessment (ESHIA) Corporate Standard
Process support this expectation.
7.3
Use the HES Property Transfer Corporate Standard Process to
identify and manage potential safety, health or environmental liabilities
before transaction. The process shall include:
-
Assessment of risk for identified liabilities.
-
Management of risks based on current and likely future uses of the property and
potential changes in applicable law.
7.4
Use the Third-Party Waste Stewardship Corporate Standard Process
to evaluate external waste management sites before use.
Element
8: Product Stewardship
Manage
potential health, environmental, safety (HES) and integrity risks of our
products throughout a product’s life cycle.
8.1
A process is in place to maintain and communicate information on
potential hazards and exposures from products from conception and development
through acquisition, manufacture, distribution, storage, use, recycling,
potential release and disposal.
8.2
A process is in place to identify, assess and manage significant
HES and integrity risks across the life cycle (manufacturing, storage,
distribution, transportation, use, recycling, potential release and disposal)
of each existing product, by-product, intermediate, or process stream. Process
should ensure periodic re-evaluation as appropriate.
8.3
A process is in place to identify, assess and manage HES and
product integrity impacts of manufacturing, distribution, storage, use,
recycling, potential release and disposal when developing, formulating or
altering products, by-products, and process intermediates. Assessment should be
conducted early in each product’s or project’s development and for any changes
in the product life cycle that may potentially alter the product.
8.4
A process is in place to identify, assess and manage risks posed
through storage, handling, transportation and distribution of company products,
materials and other commercial goods. Implement appropriate product quality
control processes and product integrity risk-reduction measures.
8.5
Promote product stewardship practices with third parties,
including suppliers, distributors, transporters, customers and other direct
product recipients.
Element
9: Incident Investigation
Investigate
and identify root causes of incidents to reduce or eliminate systemic causes
and to prevent future incidents.
9.1
A process is in place to report, record and investigate incidents
and near misses and correct any deficiencies found. This process shall include:
-
Management roles and responsibilities in incidentinvestigation.
-
Root-cause analysis for significant events and near misses.
-
Annual evaluation of incident cause trends to determine where improvements in
systems, processes, practices or procedures are warranted.
-
Sharing of relevant lessons learned.
-
Procedures for follow-up and closure of actions taken to resolve deficiencies.
Element
10: Community Awareness and Outreach
Reach
out to the community and engage in open dialogue to build trust.
10.1
Foster ongoing two-way communication with employees, contractors,
regulatory authorities and communities to address potential security, safety,
health, environmental and other concerns related to operations, facilities, and
products.
10.2
A process is in place to familiarize interested parties with the
facility, its operations and products, as well as efforts to protect safety,
health and the environment.
Element
11: Emergency Management
Prevention
is the first priority, but be prepared to respond immediately and effectively
to all emergencies involving Chevron wholly-owned or operated assets. For
company products or interests such as common carriers, chartered vessels and
facilities operated by others, be prepared to monitor the response and, if
warranted, take appropriate actions.
11.1
Maintain a procedure consistent with corporate guidelines to
ensure prompt notification of management of significant health, environmental,
and safety incidents.
11.2
Maintain an emergency response plan that describes how emergencies
will be managed and with what resources. Plans should address all credible and
significant risks identified by site-specific risk and impact assessments.
11.3
Emergency response plans shall be:
-
Documented in appropriate detail.
-
Integrated with relevant business continuity and crisis management plans.
-
Reinforced through establishment of a training program and an annual exercise
program to train the emergency response team and to test the plan.
-
Readily available to appropriate on-site personnel.
-
Communicated to employees, on-site contractors, joint-venture partners, and
appropriate government agencies and community groups.
-
Reviewed and, where necessary, revised – in particular, after the occurrence of
accidents or emergency situations [2].
11.4 Develop and implement a business
continuity plan, in accordance with the Business Continuity Planning Corporate
Standard Process, that addresses continuity or timely recovery of critical
business processes and operations. Even if there are no critical processes or
operations, develop and implement an emergency employee communication plan to
account for employees after a disruptive event.
Element
12: Compliance Assurance
Verify
conformance with company policy and government regulations. Ensure that
employees and contractors understand their OE-related responsibilities.
12.1
A process is in place to:
-
Identify and record all applicable laws, regulations, compliance requirements
and OE-related policies.
-
Assure that all employees and contractors understand and comply with identified
requirements.
-
Develop, prioritize and implement programs of control.
12.2
A self-audit process is in place to verify compliance with all
OE-related company policies and standards and with the spirit and letter of all
applicable laws and regulations, regardless of the degree of enforcement.
12.3
A process is in place that encourages employees and contractors to
freely report existing or potential violations of law or company policy,
without fear of retribution or any adverse company action because of his or her
report. Processes must include an appropriate and timely investigation to
address the report. Allowance must be made for anonymous reporting.
12.4
A process is in place to identify and report significant
non-compliance issues and root causes to management in a timely manner and
track corrective actions to closure.
Element
13: Legislative and Regulatory Advocacy
Work
ethically and constructively to influence proposed laws and regulations, and
debate on emerging issues.
13.1 A process is in place to identify, track,
and comment on proposed legislation, regulations, and emerging policy issues.
REFERENCE
1. Materials
from conference ‘OE’ led by OE champions Mike Cannon/ Chip Till
2. Operational
Excellence Management System, Chevron Corporation, 20073
3. http://operatioalexcellence. Chevrontexaco. com
4.
Tengizchevroil – bringing prosperity to the community while responsibly
protecting the environment, Tengizchevroil, April, 2000
К содержанию номера журнала: Вестник КАСУ №4 - 2008
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