I have been working to understand API Q2 and the new challenges it will present to the oil and gas industry. One area that has particularly struck my interest is Management of Change (MOC).
It is evident that API wants the integrity of the QMS maintained throughout the planning and implementing of changes. Your organization will now be required to identify potential risks associated with changes. These changes will require approval to guarantee integrity before they can be implemented across your operations. MOC will be used for:
The addition of MOC presents unique challenges to your organization that must be understood in order to become API Q2 compliant. “If you’re not moving forward, you’re moving backward.”
It may seem cliché, but in today’s hyper-competitive environment progress is essential to sustaining success. In my experiences, I have found that organizations that are constantly seeking areas for improvement will outperform a company that rests on its laurels. Plan, Do, Check, Act (PDCA) is an integral part of process improvement but it has never, and never will, yield perfect results. So, as quality advocates we must realize that once we run through one cycle of PDCA that additional changes will always be required to improve processes. It’s easy for members of an organization to be satisfied with “well enough”. The problem with this mentality is that processes become obsolete now faster than ever. I have seen many processes that were seemingly fine, slowly erode due to complacency, wiping out that critical competitive edge. The best way to ensure a superior product or process is to be a promoter of continuous improvement. There are many external factors that can negatively affect your company that you have no control over, but the best way to mitigate these risks is to constantly pursue perfection in those you can control. For more information visit accupointsoftware.com In my experience with audits, I have found that the organizations that prepare throughout the year are generally more successful than those that attempt a crash course weeks before an audit.
These last minute preparation efforts often lead to increased costs resulting from a redeployment of resources. In addition, it can contribute to confusion and frustration throughout an organization. This “cramming” often makes employees anxious, causing them to perform poorly. Successful companies have transitioned to systemic, daily processes which has them constantly prepared for an audit. Not only does this improve the overall external audit process, it increases the productivity of the entire organization. The most effective way to increase organizational preparedness is to perform regularly scheduled internal audits. These audits should carry the same significance as an external audit and the auditor, who is not responsible for the activity being audited, must have the ability to look critically at operations and report honestly without fear of reprisals. The company must take proper steps to continually improve internal processes, resulting in a more effective operational environment. By instituting an effective audit management program, organizations have a tool to help streamline business processes, improve productivity and increase customer satisfaction |
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