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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.
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If you are looking to update your API Spec Q1 standards to the 9th edition, you are likely coming to grips with the numerous changes that your organization will be required to make.
The transition can be cumbersome if your organization does not have the proper system in place. Manual and paper-based systems can often be unorganized and disjointed, which can lead to redundancies and inefficiencies.
With the June deadline for 9th edition fast approaching we believe that deploying a comprehensive, cloud-based system like InterLink will help manage the implementation and management of API Spec Q1. InterLink’s intuitive user-interface allows you to monitor your data, documents, and metrics from anywhere at anytime.
Don’t let compliance exhaust your resources. Let InterLink save your organization time so you can focus on your core competencies.
If you want to ease the burden of compliance and increase efficiency, visit accupointsoftware.com or call 800.563.6250.
The transition can be cumbersome if your organization does not have the proper system in place. Manual and paper-based systems can often be unorganized and disjointed, which can lead to redundancies and inefficiencies.
With the June deadline for 9th edition fast approaching we believe that deploying a comprehensive, cloud-based system like InterLink will help manage the implementation and management of API Spec Q1. InterLink’s intuitive user-interface allows you to monitor your data, documents, and metrics from anywhere at anytime.
Don’t let compliance exhaust your resources. Let InterLink save your organization time so you can focus on your core competencies.
If you want to ease the burden of compliance and increase efficiency, visit accupointsoftware.com or call 800.563.6250.
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Increased activity in the Bakken field of North Dakota has sparked greater demand for its crude oil. The Bakken field does not have the pipeline infrastructure to support the transportation of large quantities of crude oil. This region is heavily reliant on the use of rails in order to ship the crude oil to the port facilities on the east coast of the United States.
The increase in rail activity has raised some safety concerns for the oil and gas industry and the surrounding communities. A train carrying Bakken crude oil was involved in an accident last year that killed 47 people. This incident, along with a few others, has brought increased attention to the safety of these rails.
In April, the NTSB hosted a panel on rail safety with attendees including service providers, consultants, manufacturers, and the API. Attendees collaborated to discuss topics such as risk management and emergency responses to spills. The forum provided insight into possible changes and areas for improvement.
In response to the recent safety concerns, the Department of Transportation will require railroads to notify emergency responders when oil shipments travel through their states. Trains carrying more than one million gallons of Bakken crude oil need to notify emergency commissions within 30 days of the shipment. Thought leaders in the industry feel that measures like this will decrease the likelihood of another railroad disaster.
Safety regulations will constantly change and update in the oil and gas industry. To see how Accupoint’s solutions help organizations in the oil and gas industry manage evolving safety requirements visit accupointsoftware.com or call (800)563-6250.
The increase in rail activity has raised some safety concerns for the oil and gas industry and the surrounding communities. A train carrying Bakken crude oil was involved in an accident last year that killed 47 people. This incident, along with a few others, has brought increased attention to the safety of these rails.
In April, the NTSB hosted a panel on rail safety with attendees including service providers, consultants, manufacturers, and the API. Attendees collaborated to discuss topics such as risk management and emergency responses to spills. The forum provided insight into possible changes and areas for improvement.
In response to the recent safety concerns, the Department of Transportation will require railroads to notify emergency responders when oil shipments travel through their states. Trains carrying more than one million gallons of Bakken crude oil need to notify emergency commissions within 30 days of the shipment. Thought leaders in the industry feel that measures like this will decrease the likelihood of another railroad disaster.
Safety regulations will constantly change and update in the oil and gas industry. To see how Accupoint’s solutions help organizations in the oil and gas industry manage evolving safety requirements visit accupointsoftware.com or call (800)563-6250.
