Last week we talked about three crucial aspects of a great Management of Change (MOC) program. Those areas were the specificity and detail in the change requests, followed by risk and reward analysis, and the proper selection of a MOC evaluation team. This week we’re going to touch base on a few more important parts to a fully functional MOC program.
The API Spec Q2 requirements take a risk-based approach to quality management. When making changes, risks must be identified and measured by level of acceptability. Risks that are deemed unacceptable must be paired with mitigation plans. These plans are then designated to be carried out before, during, or after the implementation process. The purpose of the mitigation plans is to help bring the risk down to an acceptable level.
The next area we will address deals with the approval aspect of MOC. Many organizations get into trouble in this area, confusing the need for approval with the need to inform. It’s important to note that every change doesn’t have to have the same approver. A great MOC program should have an approval matrix describing who needs to approve which type of decisions, as well as a list of people who “must be informed”. If your organization gets these steps right, the approval process will be quick and painless.
This leads us to the communication section nicely. As stated before, there are those who need to “approve” and those who “must be informed”. We need to track our communication efforts with respect to the MOC. In other words, any message and corresponding response must be documented. The person responsible for sending the message is also responsible for getting a confirmation from the recipient. This means after the change is communicated, a receipt confirmation should be requested. Also, it is important to make it clear to your organization that an email response should be expected from the recipient. Simply flagging it as “Request a Read Receipt” isn’t going to get the job done. Once the recipient has responded, stating that they have received the message and understand the information, then the responsibility shifts to them to carry out the appropriate action.
Be sure to check back next week for part 3 of our overview of Management of Change. For more information on how Accupoint Software can help streamline your MOC program, contact us today.
It has come to our attention that many organizations continue to struggle with the implementation of an effective management of change (MOC) program. To that end, we are presenting a three-part overview outlining the fundamentals of a best in class MOC program.
The first aspect of MOC is the actual change request. What change needs to be made? What are the individual specs for the materials needed? What plans and documents need to be included in the change request to fully communicate what is needed? If you can’t clearly communicate what it is that needs to be changed, then the change can’t be implemented properly.
The next aspect of MOC that needs addressed is the reward of the change. Why am I even making this change? Each change should be fully connected to satisfying a business objective. Again, specificity is important in addressing these concerns. The reward needs to clearly satisfy a business goal. If it does not, why even bother taking the risk?
Possibly the most important foundation of the MOC program is the evaluation team. The MOC evaluation team is responsible for the objective evaluation of the requests. Members should represent different areas of expertise throughout the organization, with different experiences under their belt. There shouldn’t be any aspect of a request that the team can’t properly address and evaluate. Team members should be respected among their peers, and confident enough to speak up when they have concerns. If these criteria are used, your organization will select a MOC evaluation team that can handle any challenge put in front of them.
Check back next week, for part 2 of our overview on Management of Change. In the meantime, please contact us for more information on how Accupoint Software can help streamline your MOC program, today.
Many service supply organizations are using internal audits as a method to improve operations and impact their bottom line. In addition to being required by API Spec Q2, an effective audit program will highlight potential problems areas, identify failure points, and determine the effectiveness of controls.
Internal auditing provides the mechanism that organizations use to examine business processes and evaluate compliance with both internal and external requirements. Successful auditing incorporates best practices and other tools to provide maximum impact. To that end, we have outlined five useful tips to help advance your next internal quality audit.
1. Strong Attention to Detail
It is important for internal auditors to note and document evidence throughout the auditing process. These notes are used later to analyze events and reconstruct specific situations. This does not mean that auditors should focus on tiny, unimportant details through nit-picking, but rather components that are a part of a bigger issue that can be addressed.
2. Friendly Attitude
Stress levels are already high when employees are dealing with an audit. If an internal auditor is aggressive, hostile, or difficult to deal with, employers often minimally engage and will not share as much. If an internal auditor presents with a friendly attitude and is open, they will be more likely to get feedback. The last thing an auditor wants to do is put an employee on the defensive or make them feel ill at ease.
3. Reporting Supported by Checklists
Internal auditors use checklists to balance reporting and should ensure that they are clean and support numerical values and ratings. These checklists enable companies to report on growth as well as challenges that exist across various departments. These reports are essential and allow businesses to assess whether their improvement efforts are working, and what training is needed to reach their goals.
4. Generation of Auditing Teams
Internal auditing teams can be very successful, especially with all the documentation that goes into completing an audit the right way. While a single auditor would be responsible for actively listening while documenting their findings, a team can allocate responsibilities to various areas such as recording, listening, and documenting. This way, all team members can collaborate to ensure no information is overlooked.
5. Looking at the Whole Picture
When an internal audit is taking place, the auditor or team should be able to look at the picture as a whole, incorporating current situations as well as past audit results. Focus should take place on past issues to determine whether they have been corrected and closed before reassessments take place in the same area. This is a delicate balance that will prove most effective and time efficient.
For more information on how Accupoint Software can help streamline your internal auditing program, please contact us today.
In recent years, a number of well-known companies have experienced high profile quality defects. These defects have led to negative media attention, impacting the public perception and financial health of the organization. In looking for the root cause of these quality defects, it is important that to remember that the results are always a combination of process as well as management failures. Ultimately, management is the driver of the corporate quality culture.
As a result of these failures, management teams are starting to realize that quality not only comes from processes and equipment, but from motivated workers as well. Companies are embracing the idea that quality is everyone’s responsibility. Every level of the organization, from the CEO to the new hire on the floor, has a responsibility for the success or failure of the Quality Management System.
And while progress is being made, still more work needs to be done. Empowering employees with more responsibility in the quality of the product or service makes good financial sense and goes a long way towards establishing a corporate culture where quality is an essential element of the overall business strategy. It also leads to employee engagement and accountability.
People fundamentally want to be acknowledged and appreciated for their contribution to the organization. They want to take pride in a job well done and be professionally successful. Companies that encourage this culture are sure to outperform their competition.
Learn how Accupoint Software’s flexible QMS solutions can help impact the culture of quality at your organization.
The global economy has produced a business environment that is becoming increasingly globalized and commoditized, forcing companies in all industries to look for viable modalities that ensure that they are able to develop and sustain a competitive edge. Indeed, companies in the oil and gas industry have not been able to escape the need to be more competitive, which begins with effectively creating long-term solutions that facilitate an increase in gross profit. Some of the most effective methods for increasing profit are through increasing operational efficiency and the reduction of fixed costs.
Understanding Operational Excellence
In its simplest form, operational excellence can be understood as an integral component of organizational leadership that places great emphasis on multiples principles, tools and systems that work toward the sustainable improvement of identifiable central performance metrics.
Achieving operational excellence, however, is quite challenging, especially when considering the increased complexity in the area of extreme remote operational environments. One of the most effective approaches that many companies in the petroleum industry are implementing is the complete integration of all processes and assets into an all-inclusive management system. In doing this, the potential for a more effective and efficient operational process, results in improvements to operational costs.
Using Methodologies that Keep the Operational Process Connected
One thing that we place substantial gravity on is not allowing the complexity of remote environments to foster disconnects between mechanisms and entities that control performance. When it comes to quality management, we integrate more than 64 operational modules into a single seamless, online management system. By connecting all of our client's compliance requirements with one comprehensive solution, we provide a highly detailed perspective of their operational compliance in all key areas.
Integrated approaches to asset and operational management initially began with a goal of improving Process Safety Management (PSM) — with the primary focus being on HSE system efficiency. Due to the fact that oil and gas companies often operate in hostile environments, using hazardous materials and processes, it is imperative that these processes are effectively managed with a high level of precision and specificity in order to successfully avoid significant process-related accidents. This need for precision and safety resulted in the development of PSM programs and procedures that are normally housed within an HSE system.
Now the idea of integrated processes has been taken to an entirely different level as we work to implement safety and operational efficiency into one single integrated process, through which all variables and components of the operational process can be monitored and managed, even when functioning in extreme and remote environments.
While safety is always at the forefront of any operational process, we understand that time is money, and when time is being wasted on operational processes, the company is hemorrhaging money. As the nature of operational processes continue to increase in complexity, the ability to manage these processes through multiple mechanisms has become increasingly difficult — making it necessary to develop integrated process applications through which the entire operational system can be effectively managed.
When high-paced operations require that API Spec Q1 and/or API Spec Q2 standards be met in multiple processes that are functioning simultaneously, integrating all required standards into one measurement mechanism helps to simplify the compliance and efficiency process. When there are multiple processes that must be managed through separate systems, it is easy to have a disconnect where there are intersecting mechanisms, but integrated solutions help to resolve this issue.
We are able to facilitate operational excellence at a level that ensures that our clients are able to develop and sustain a competitive edge as well as maintain quality and safety compliance standards.
For more information on how Accupoint Software can help your organization improve operational excellence please contact us today.