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Procedures are extremely important in any business. Not only do they help tell employees how and why a task is completed in a certain manner, but they can also help show that the company is compliant in regards to regulations as well. For this reason, having proper procedure management is a must in any business.
When it comes to procedures, there are a few things that auditors will look for first. For example, auditors will look to determine if the procedure was put through the proper approval process. Also, auditors will look to see if a system is in place that can objectively review a procedure. In order for businesses to answer these questions, proper documentation must be gathered.
One of the most difficult things about procedure management is keeping track of documentation. Since there are many ways that employees can correspond with one another, there are many documents that may surface in the process of developing and maintaining a procedure.
For example, while email correspondence may be available for one procedure, physical, paper documents may be available for another. Because of this, many companies choose to rely on specific software to keep track of all the documents related to the procedure process. Through this software, auditing procedures is a much simpler process.
Software can also benefit a company because it provides the ability to store procedures in a convenient location. Not only will this help to streamline the audit process, but it will also help ensure that procedures will be completed as directed.
To learn more about Accupoint’s comprehensive procedures management and document control functionality, contact us www.accupointsoftware.com or call us toll-free at 800.563.6250 to arrange for a platform demonstration.
When it comes to procedures, there are a few things that auditors will look for first. For example, auditors will look to determine if the procedure was put through the proper approval process. Also, auditors will look to see if a system is in place that can objectively review a procedure. In order for businesses to answer these questions, proper documentation must be gathered.
One of the most difficult things about procedure management is keeping track of documentation. Since there are many ways that employees can correspond with one another, there are many documents that may surface in the process of developing and maintaining a procedure.
For example, while email correspondence may be available for one procedure, physical, paper documents may be available for another. Because of this, many companies choose to rely on specific software to keep track of all the documents related to the procedure process. Through this software, auditing procedures is a much simpler process.
Software can also benefit a company because it provides the ability to store procedures in a convenient location. Not only will this help to streamline the audit process, but it will also help ensure that procedures will be completed as directed.
To learn more about Accupoint’s comprehensive procedures management and document control functionality, contact us www.accupointsoftware.com or call us toll-free at 800.563.6250 to arrange for a platform demonstration.
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Last week we continued our discussion on more aspects of a great management of change program. In Part 1 & 2 of our overview, we explored the actions that precipitate making the change. Today, we will discuss the implementation of the change, as well as required follow-up actions.
First, we will want to execute any pre-implementation changes and corresponding mitigation efforts that were identified. Subsequent to the implementation we will want to perform any post-implementation tasks that are required. Example would include updating procedures or modifying training materials to address the change.
Next, we need to confirm the effectiveness of the change. Once the change has been implemented it is important to make sure that the change does what it was intended to do. Sometimes organizations experience undesirable results. When this happens, we must determine if the system should be restored to the old model, or develop a new MOC to address the unintended results.
Finally, we need to follow-up and confirm the success of our mitigation efforts. This ensures that the new system will not produce any unseen difficulties for the organization. Also, we need to verify that the change is going to leave the system running smoothly and safely. Once all of these steps have been completed in their entirety, then the change can be closed.
After closure, we still have one final but critical step remaining. We must perform surveillance audits to confirm the changes were carried out consistently and the system is being used as intended. Comprehensive process audits are a great way to determine implementation results. Randomly selecting a few processes related to the change and auditing them is a good way to achieve this. It is important to remember that audits should be performed at periodic intervals. The frequency of audits depends on several factors, but should be scheduled in a manner that guarantees the sustainability of the change.
For more information on how Accupoint’s solutions can help streamline your MoC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
First, we will want to execute any pre-implementation changes and corresponding mitigation efforts that were identified. Subsequent to the implementation we will want to perform any post-implementation tasks that are required. Example would include updating procedures or modifying training materials to address the change.
Next, we need to confirm the effectiveness of the change. Once the change has been implemented it is important to make sure that the change does what it was intended to do. Sometimes organizations experience undesirable results. When this happens, we must determine if the system should be restored to the old model, or develop a new MOC to address the unintended results.
Finally, we need to follow-up and confirm the success of our mitigation efforts. This ensures that the new system will not produce any unseen difficulties for the organization. Also, we need to verify that the change is going to leave the system running smoothly and safely. Once all of these steps have been completed in their entirety, then the change can be closed.
After closure, we still have one final but critical step remaining. We must perform surveillance audits to confirm the changes were carried out consistently and the system is being used as intended. Comprehensive process audits are a great way to determine implementation results. Randomly selecting a few processes related to the change and auditing them is a good way to achieve this. It is important to remember that audits should be performed at periodic intervals. The frequency of audits depends on several factors, but should be scheduled in a manner that guarantees the sustainability of the change.
For more information on how Accupoint’s solutions can help streamline your MoC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
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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 new 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 in next week for part 3 of 3 on Accupoint’s overview of Management of Change. For more information on how Accupoint’s solutions can help streamline your MOC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
The new 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 in next week for part 3 of 3 on Accupoint’s overview of Management of Change. For more information on how Accupoint’s solutions can help streamline your MOC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
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It has come to our attention that a large number of people in the oil and natural gas industry are struggling with the topic of management of change (MOC). Although the details of implementation will be very different for different situations, great MOC programs are developed from the same basic foundation. This will be the first of a three-part overview of what is needed to run a top class management of change program.
The first fundamental 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.
Be sure to check back next week for part 2 of our overview of Management of Change. For more information on how Accupoint’s solutions can help streamline your MOC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
The first fundamental 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.
Be sure to check back next week for part 2 of our overview of Management of Change. For more information on how Accupoint’s solutions can help streamline your MOC program, visit www.accupointsoftware.com or call us at (800) 563-6250.
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As we mentioned in our previous post on preventative maintenance programs, the vast majority of catastrophic incidents are not the result of a single factor. Time and again, however, a lack of effective communication appears as a root cause.
Specifically, a lack of communication with respect to policy, procedures, process or instructions can result in ill-informed employees and a failure to identify hazards. How can an organization manage this communication process with respect to proposed changes within the organization? One way is to develop and implement an effective Management of Change program.
Management of Change (MOC) is defined as a process used to prevent an incident or loss by identifying, assessing, managing, documenting, and communicating proposed changes prior to implementing them. The complex nature of MOC causes many companies to struggle with implementing an effective system. Often, existing MOC is accomplished using a manual system of spreadsheets which result in increased costs, time delays and lack of visibility.
One common obstacle to an effective MOC program is the tendency to route all information or all changes through an MOC program. This is not necessary and often is detrimental. Develop the MOC program so that only necessary information moves through the process. Typically, MOC is NOT required when the change is like for like or kind for kind.
That being said, let’s turn our attention to program structure. There are six basic steps to an effective Management of Change program:
1. Initiation
2. Impact Analysis
3. Approval
4. Execution
5. Review
6. Closure
A well-documented Management of Change (MOC) program can be used to demonstrate an organization’s commitment to due diligence in risk mitigation efforts. By effectively implementing and communicating proposed changes, you ensure a safer, more informed and more efficient work environment that reduces liability and prevents incidents.
To learn how Accupoint’s cloud-based solutions can help streamline your Management of Change process, please call us toll-free at 800-563-6250 or visit us at www.accupointsoftware.com
Specifically, a lack of communication with respect to policy, procedures, process or instructions can result in ill-informed employees and a failure to identify hazards. How can an organization manage this communication process with respect to proposed changes within the organization? One way is to develop and implement an effective Management of Change program.
Management of Change (MOC) is defined as a process used to prevent an incident or loss by identifying, assessing, managing, documenting, and communicating proposed changes prior to implementing them. The complex nature of MOC causes many companies to struggle with implementing an effective system. Often, existing MOC is accomplished using a manual system of spreadsheets which result in increased costs, time delays and lack of visibility.
One common obstacle to an effective MOC program is the tendency to route all information or all changes through an MOC program. This is not necessary and often is detrimental. Develop the MOC program so that only necessary information moves through the process. Typically, MOC is NOT required when the change is like for like or kind for kind.
That being said, let’s turn our attention to program structure. There are six basic steps to an effective Management of Change program:
1. Initiation
- During this stage, the requested changes are documented with related details and submitted to the appropriate parties for the advancement of the project.
2. Impact Analysis
- Impact analysis determines how the proposed changes will affect operations, as well as similar processes.
3. Approval
- During this stage, the appropriate parties approve the proposed changes and modifications.
4. Execution
- During execution, the program will communicate the change, verify the tasks, and integrate with customer requirements.
5. Review
- Review is an after-action evaluation to determine effectiveness and lessons learned, as well as a transfer of knowledge.
6. Closure
A well-documented Management of Change (MOC) program can be used to demonstrate an organization’s commitment to due diligence in risk mitigation efforts. By effectively implementing and communicating proposed changes, you ensure a safer, more informed and more efficient work environment that reduces liability and prevents incidents.
To learn how Accupoint’s cloud-based solutions can help streamline your Management of Change process, please call us toll-free at 800-563-6250 or visit us at www.accupointsoftware.com
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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.
For more information on how Accupoint Software can help with your Management of Change Process, contact us today.
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:
- Changes in the organizational structure
- Changes in key or essential personnel
- Changes in critical suppliers
- Changes to the management system procedures
The addition of MOC presents unique challenges to your organization that must be understood in order to become API Q2 compliant.
For more information on how Accupoint Software can help with your Management of Change Process, contact us today.
