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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 organizations. 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 finally 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. Talk is cheap, and management’s message that “people are the lifeblood of the organization” needs to be backed up with tangible actions. 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 successful. Companies that encourage this culture are sure to outperform their competition.
To learn how Accupoint’s flexible QMS solutions can help impact your organization's quality culture, visit www.accupointsoftware.com or call us toll-free at 800.563.6250!
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 finally 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. Talk is cheap, and management’s message that “people are the lifeblood of the organization” needs to be backed up with tangible actions. 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 successful. Companies that encourage this culture are sure to outperform their competition.
To learn how Accupoint’s flexible QMS solutions can help impact your organization's quality culture, visit www.accupointsoftware.com or call us toll-free at 800.563.6250!
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The new API Spec Q2 standard demands a risk-based approach to quality management. One area we see this translated to is the Service Quality Plan requirement (5.7.2) . Service supply organizations are required to develop a quality plan to control the execution of service or the use of service related product.
Service Quality Plan should include provisions for all of the following items:
The Service Quality Plan needs to be updated and approved when a change takes place. In addition, when required by contract, the Service Quality plan and any applicable revisions may need to be communicated with your end customer.
The goal of the Service Quality Plan is to ensure that the project details are defined and communicated with all stakeholders in order to minimize risk and eliminate operational downtime.
For more information on how Accupoint’s flexible, cloud-based solutions can help your organization automate the development of service quality plan documentation, visit www.accupointsoftware.com or call us toll-free at (800) 563-6250.
Service Quality Plan should include provisions for all of the following items:
- Risk Identification and Management: Document steps to identify and mitigate risk, both real and potential.
- Forms and Reports: Identify all relevant documents and records of the project. Detail the relevant revision for each procedure, specification, or other document used in each activity.
- Quality Checkpoints: Document quality checkpoints of the project and identify the owner of those checkpoints.
- Project Deliverables: Identify of the required deliverables of the project.
- Contingency Planning: Identify anticipated problems and develop plan to minimize the negative effects.
- Customer Requirements: Document all customer requirements mandated by contract.
- Services & SRP: Identify all critical services and applicable service-related product.
- Project Objectives: Define project (contract) objectives.
- External Services: Identify external services and service providers.
- Equipment and Monitoring: Document service equipment and monitoring devices required for contract execution.
The Service Quality Plan needs to be updated and approved when a change takes place. In addition, when required by contract, the Service Quality plan and any applicable revisions may need to be communicated with your end customer.
The goal of the Service Quality Plan is to ensure that the project details are defined and communicated with all stakeholders in order to minimize risk and eliminate operational downtime.
For more information on how Accupoint’s flexible, cloud-based solutions can help your organization automate the development of service quality plan documentation, visit www.accupointsoftware.com or call us toll-free at (800) 563-6250.
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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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In the oil and gas industry, unplanned disruptions can lead to serious operational setbacks, financial losses, and safety risks. To mitigate these risks, API Spec Q2 mandates that service organizations develop and maintain a comprehensive contingency plan to ensure business continuity.
According to API Spec Q2:
“The organization shall maintain a documented procedure for contingency planning. The procedure shall include incident and disruption prevention and mitigation measures. Contingency planning shall be integrated into services and supporting processes between the organization, its suppliers, and the customer.”
What Does This Mean for Your Organization?
As a service provider, you must proactively anticipate potential issues and have a structured plan in place to respond effectively. This includes:
Contingency Plans Must Evolve
A common mistake companies make is treating contingency plans as a one-time effort. However, these plans must be reviewed, updated, and tested regularly to remain effective. As business operations change and new risks emerge, revisions are necessary to minimize service interruptions.
Additionally, employees must be fully aware of their roles and responsibilities in case of a disruption. Training and periodic drills can ensure a swift, coordinated response when needed.
Managing Contingency Plans Efficiently
Developing a contingency plan is just the first step—effectively managing it is equally important. Storing these critical documents in a reliable and accessible system ensures quick retrieval during emergencies and audits.
Accupoint Software provides QMS solutions that help businesses:
Take Control of Your Contingency Planning
Being prepared for the unexpected is crucial in today’s fast-moving and high-risk industries. A well-managed contingency plan not only ensures compliance but also protects your business, employees, and customers from costly disruptions.
For more information on how Accupoint Software can help you manage contingency planning, visit accupointsoftware.com or call (800) 563-6250 today.
According to API Spec Q2:
“The organization shall maintain a documented procedure for contingency planning. The procedure shall include incident and disruption prevention and mitigation measures. Contingency planning shall be integrated into services and supporting processes between the organization, its suppliers, and the customer.”
What Does This Mean for Your Organization?
As a service provider, you must proactively anticipate potential issues and have a structured plan in place to respond effectively. This includes:
- Developing detailed contingency procedures to handle disruptions.
- Integrating risk mitigation strategies into daily operations.
- Ensuring alignment with suppliers and customers to maintain service continuity.
- Keeping thorough documentation as proof of compliance with API Spec Q2.
Contingency Plans Must Evolve
A common mistake companies make is treating contingency plans as a one-time effort. However, these plans must be reviewed, updated, and tested regularly to remain effective. As business operations change and new risks emerge, revisions are necessary to minimize service interruptions.
Additionally, employees must be fully aware of their roles and responsibilities in case of a disruption. Training and periodic drills can ensure a swift, coordinated response when needed.
Managing Contingency Plans Efficiently
Developing a contingency plan is just the first step—effectively managing it is equally important. Storing these critical documents in a reliable and accessible system ensures quick retrieval during emergencies and audits.
Accupoint Software provides QMS solutions that help businesses:
- Organize and manage contingency plans in a secure platform.
- Ensure compliance with API Spec Q2 and other industry standards.
- Streamline document retrieval for audits and operational efficiency.
Take Control of Your Contingency Planning
Being prepared for the unexpected is crucial in today’s fast-moving and high-risk industries. A well-managed contingency plan not only ensures compliance but also protects your business, employees, and customers from costly disruptions.
For more information on how Accupoint Software can help you manage contingency planning, visit accupointsoftware.com or call (800) 563-6250 today.
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Since 2006, North Dakota’s Bakken region has experienced a meteoric rise in oil drilling. This boom in energy production has fueled economic growth, but it has also come with significant safety concerns and environmental risks. Notably, incidents like the oil pipeline explosion and oil train derailment have cast a shadow over the region’s reputation. In fact, Bakken crude has been involved in at least eight major incidents in the past year.
This uptick in accidents has drawn serious concerns from both the public and regulatory bodies. As one of the most prolific oil-producing areas in the U.S., the Bakken is now under intense scrutiny, with critics pushing for stricter regulations and even calling for the cessation of operations.
Harold Hamm’s Call for Safety in the Bakken
At the Williston Basin Petroleum Conference, Harold Hamm, the chairman of Continental Resources Inc., highlighted the need for increased safety measures in the region. Hamm, whose company has been operating in the Bakken for over 25 years, has seen both the progress and the challenges firsthand. His company was also the first to use horizontal drilling in a Bakken well, a pioneering technique that revolutionized oil extraction in the region.
However, despite the advancements, Hamm acknowledged that the Bakken region is now under immense pressure. He noted that the area is in the “crosshairs” of opponents who want to shut down operations. The region’s reputation hinges on minimizing accidents and improving overall safety. Hamm’s call to action emphasizes that one more accident could further fuel opposition and lead to regulatory crackdowns.
Risk Mitigation Through Effective Compliance Management
This situation in the Bakken is not unique to North Dakota; it is a global concern. In regions where industrial operations involve high-risk activities, such as oil drilling and transportation, there is always the potential for accidents that could have devastating consequences. The growing focus on safety and environmental responsibility reflects a collective desire to prevent future incidents.
One effective way to address these concerns is through the implementation of compliance management systems. By adopting a system that tracks and manages compliance requirements, companies can ensure they meet industry standards, maintain regulatory adherence, and, most importantly, mitigate risks.
Accupoint offers solutions that help oil and gas organizations in the Bakken and beyond streamline compliance management. With our platform, you can ensure your organization meets all required safety protocols and environmental regulations, preventing costly fines and ensuring the safety of workers and the surrounding communities.
Protecting the Future of the Bakken and Beyond
As the Bakken continues to play a critical role in the U.S. energy landscape, the industry must prioritize safety, compliance, and risk mitigation. The key to preventing future incidents lies in proactive planning and the use of effective compliance management systems.
To learn more about Accupoint’s compliance management solutions, visit accupointsoftware.com or call (800)563-6250.
This uptick in accidents has drawn serious concerns from both the public and regulatory bodies. As one of the most prolific oil-producing areas in the U.S., the Bakken is now under intense scrutiny, with critics pushing for stricter regulations and even calling for the cessation of operations.
Harold Hamm’s Call for Safety in the Bakken
At the Williston Basin Petroleum Conference, Harold Hamm, the chairman of Continental Resources Inc., highlighted the need for increased safety measures in the region. Hamm, whose company has been operating in the Bakken for over 25 years, has seen both the progress and the challenges firsthand. His company was also the first to use horizontal drilling in a Bakken well, a pioneering technique that revolutionized oil extraction in the region.
However, despite the advancements, Hamm acknowledged that the Bakken region is now under immense pressure. He noted that the area is in the “crosshairs” of opponents who want to shut down operations. The region’s reputation hinges on minimizing accidents and improving overall safety. Hamm’s call to action emphasizes that one more accident could further fuel opposition and lead to regulatory crackdowns.
Risk Mitigation Through Effective Compliance Management
This situation in the Bakken is not unique to North Dakota; it is a global concern. In regions where industrial operations involve high-risk activities, such as oil drilling and transportation, there is always the potential for accidents that could have devastating consequences. The growing focus on safety and environmental responsibility reflects a collective desire to prevent future incidents.
One effective way to address these concerns is through the implementation of compliance management systems. By adopting a system that tracks and manages compliance requirements, companies can ensure they meet industry standards, maintain regulatory adherence, and, most importantly, mitigate risks.
Accupoint offers solutions that help oil and gas organizations in the Bakken and beyond streamline compliance management. With our platform, you can ensure your organization meets all required safety protocols and environmental regulations, preventing costly fines and ensuring the safety of workers and the surrounding communities.
Protecting the Future of the Bakken and Beyond
As the Bakken continues to play a critical role in the U.S. energy landscape, the industry must prioritize safety, compliance, and risk mitigation. The key to preventing future incidents lies in proactive planning and the use of effective compliance management systems.
To learn more about Accupoint’s compliance management solutions, visit accupointsoftware.com or call (800)563-6250.
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Not too long ago, only large companies could afford the advantage of software to improve production, efficiency, and safety. The high price tag resulted from the nature of on-site software. Not only was the price for the product high, but also clients were charged fees for service and training on the software that could dwarf the cost of the product. This structure prevented many budget-conscious firms from purchasing software that could benefit them.
Times have changed.
The increased availability of SaaS (Software as a Service) applications have made it possible for companies of all sizes to achieve the benefits that were once only attainable by larger firms. On-site software has the distinct disadvantage of requiring installation whereas SaaS requires no installation because it operates in the cloud. This eliminates the need for additional personnel expenses to manage an on-site system. SaaS applications also do not require the frequent maintenance that is common with its on-site counterparts.
The SaaS model is ideal for firms that choose to operate in a cost-effective manner. You may have thought about software for your business but quickly dismissed it because of perceived costs. If your firm could benefit from a software application, don’t assume that it won’t fit your budget.
For more information on how Accupoint's flexible, cloud-based platform can provide your organization with a cost effective alternative to manage your compliance management systems visit Accupoint or call us at (800)563-6250 to learn more about our SaaS applications.
Times have changed.
The increased availability of SaaS (Software as a Service) applications have made it possible for companies of all sizes to achieve the benefits that were once only attainable by larger firms. On-site software has the distinct disadvantage of requiring installation whereas SaaS requires no installation because it operates in the cloud. This eliminates the need for additional personnel expenses to manage an on-site system. SaaS applications also do not require the frequent maintenance that is common with its on-site counterparts.
The SaaS model is ideal for firms that choose to operate in a cost-effective manner. You may have thought about software for your business but quickly dismissed it because of perceived costs. If your firm could benefit from a software application, don’t assume that it won’t fit your budget.
For more information on how Accupoint's flexible, cloud-based platform can provide your organization with a cost effective alternative to manage your compliance management systems visit Accupoint or call us at (800)563-6250 to learn more about our SaaS applications.
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There are some people in the oil and gas community that believe poor processes, not personnel, were the cause of the Macondo incident. Don’t count Kevin Lacy, former BP vice president for drilling and completions, as one of those people. In the past, Lacy has raised concerns about the way the oil and gas industry looks at people and processes. Lacy spoke at DecomWorld’s 3rd Annual Offshore Safety Conference and his speech can be read here.
A natural response to catastrophic incidents is to blame inadequate processes. However, as it turns out, most processes for offshore sites are adequate. The training of people is the true catalyst for controlling risk. If employees were trained to gain proficiency as opposed to passing a test, there would likely be fewer incidents.
Currently, there is a culture of “This won’t happen” among well site employees. This mentality is dangerous because frontline employees need to be prepared in order to mitigate risk. Industry leaders are fighting to change this mentality to “This will happen, but how do I make sure it won’t happen to us?” This change in philosophy acknowledges risk and establishes the conduct necessary to mitigate it.
Employees are more likely to heed safety requirements if they feel that management is sincere in their pursuit of risk management. Often times, safety initiatives are pushed down from the top, but with little conviction from management. If managers are present at well sites, a sense of credibility is projected to the frontline workers. This has proven to be an effective way to make sure the pursuit of higher production and cost reductions do not compromise safety.
Changing the cultural elements of these well sites can be a complicated task. It is necessary to have a system in place that helps manage safety and training. Accupoint’s cloud-based SAM solution allows you to manage employees from anywhere at anytime. SAM ensures that all of your training and competency management documents are stored in one secure location.
To learn more about Accupoint’s SAM solution visit accupointsoftware.com or call (800)563-6250.
A natural response to catastrophic incidents is to blame inadequate processes. However, as it turns out, most processes for offshore sites are adequate. The training of people is the true catalyst for controlling risk. If employees were trained to gain proficiency as opposed to passing a test, there would likely be fewer incidents.
Currently, there is a culture of “This won’t happen” among well site employees. This mentality is dangerous because frontline employees need to be prepared in order to mitigate risk. Industry leaders are fighting to change this mentality to “This will happen, but how do I make sure it won’t happen to us?” This change in philosophy acknowledges risk and establishes the conduct necessary to mitigate it.
Employees are more likely to heed safety requirements if they feel that management is sincere in their pursuit of risk management. Often times, safety initiatives are pushed down from the top, but with little conviction from management. If managers are present at well sites, a sense of credibility is projected to the frontline workers. This has proven to be an effective way to make sure the pursuit of higher production and cost reductions do not compromise safety.
Changing the cultural elements of these well sites can be a complicated task. It is necessary to have a system in place that helps manage safety and training. Accupoint’s cloud-based SAM solution allows you to manage employees from anywhere at anytime. SAM ensures that all of your training and competency management documents are stored in one secure location.
To learn more about Accupoint’s SAM solution visit accupointsoftware.com or call (800)563-6250.
