Chitram Lutchman, Douglas Evans, Rohanie Maharaj, Waddah Shihab Ghanem Al Hashemi
Apple Academic Press Inc.
Date of Publication
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Apple Academic Press Inc.
290 black & white illustrations, 17 black & white tables
Unsewn / adhesive bound
Table Of Contents
Preface Acknowledgments About the Authors INTRODUCTION TO MANAGEMENT SYSTEMS Corporate Governance and EHS Leadership References High-Reliability Organizations (HROs) and Operational Excellence Introduction Defining High-Reliability Organizations Developing High-Reliability Organizations Linkage between Operational Excellence Systems and High-Reliability Systems References Types of Management Systems Introduction to Management Systems Definition of a Management System Types of Management Systems Total Quality Management (TQM) ISO 9000 Process Safety Management (PSM) Elements of PSM Operational Excellence Management System (OEMS) and Its Variations Quality Warning Signs in OEMS Organizations References Benefits of a Management System Case Studies: Management Systems Applied ExxonMobil: Operations Integrity Management System (OIMS) Suncor Energy: Operational Excellence Management System (OEMS) Beyond Petroleum (BP): Operations Management System (OMS) Chevron: Operational Excellence Management System (OEMS) Conclusions References FUNDAMENTALS OF AN OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM Introduction: Fundamentals of an Operational Excellence Management System Fundamental 1: Leadership Commitment and Motivation Creating a Shared Vision Possessing Strong Capabilities in Promoting Involvement, Consultation, and Participation Encouraging Creativity, Innovation, Proactivity, Responsibility, and Excellence Having Moral Authority Derived from Trustworthiness, Competence, Sense of Fairness, Sincerity of Purpose, and Personality Leading through Periods of Change, Challenges, Ambiguity, and Intense Competition or High Growth Promoting Intellectual Stimulation and Considering Capabilities of Each Worker Displaying a Willingness to Take Risks and Generate and Manage Change Being Culturally Sensitive and Leading across Cultures and International Borders Building Strong Teams while Focusing on Macro-Management Exemplifying Charisma and Motivating Workers to Strong Performance by Inspiring Their Hearts and Minds Developing Self and Followers Situ-Transformational Leadership Model Leading and Managing Change When Developing an OEMS Leadership Alignment Stakeholder Engagement Organizational Readiness and Sustainability Learning and Capability Development Communication Change Networks Creating a Culture of Learning and Continuous Improvements Key Leadership Focus for Developing an OEMS References Fundamental 2: Identifying and Executing Applicable and Relevant Elements to Achieve Operational Excellence in Your Business Elements Categorized into People, Processes and Systems, and Facilities and Technology Conclusion References Fundamental 3: Establishing the Baseline Preparing for the Baseline Assessment Selecting Element Champions/SMEs Standardized and Consistent Interpretation Conducting a Baseline Assessment Verifying the Baseline Assessment Conclusion Fundamental 4: Plan-Do-Check-Act (PDCA) Prioritizing Gaps and Best Practices Identified for Closure Following the PDCA Model for Closing Gaps and Leveraging Best Practices Plan (Planning) Do (Doing) Check (Checking) Act (Acting) Conclusion References Fundamental 5: Auditing for Compliance and Conformance Audits as an Organizational EHS Risk Management Tool Differentiating between Audits and Inspections Audits Internal Audits Inspections Purpose of Audits A Management Tool A Verification of Compliance and Alignment Self-Assessment Benchmarking Performance Evidence of Conformance and Improvements Purpose of Inspections Assessment of Compliance and Conformance Supervisor Development Prevention of Loss Project/Construction Safety Developing a Proactive Culture Common Types of Audits Fire and Safety Environment and Energy Management Occupational Health and Hygiene Process Safety Management (PSM) Audits Management System Audits Collaborative Contractor Audits Challenges Faced When Conducting Audits Time for Auditors to Prepare Report Quality of Audit Reports Cost, Logistical and Workload Ch
Dr. Chitram (Chit) Lutchman (Principal Author) - DBA-Doctor of Business Administration, MBA, Certified Safety Specialist (CSP), Canadian Registered Safety Professional (CRSP), 1st Class Power Engineer, BSc Agriculture Sciences. Chit Lutchman, a 2011 recipient of the prestigious McMaster Arch Award for unique and exceptional contributions to Canada, is an experienced safety professional with extensive frontline and leadership experience in the energy industry. Having sustained some disability from an industrial work accident, Dr. Lutchman developed a passion for improving health and safety in the workplace. With international oil and gas experience, he has experienced the two extremes of organizational health and safety practices and business performance. As a prior employee of Suncor Energy Inc., (Canada's largest oil and gas producer), he pioneered work within his organization aimed at improving contractor health and safety management. In prior roles, Dr. Lutchman has functioned as a corporate leader in loss management and emergency response. He also functioned in project management leadership roles in the commissioning and start-up of Canada's first commercial SAGD and cogeneration facility in Fort McMurray, Alberta. He published his first book, Project Execution: A Practical Approach to Industrial and Commercial Project Management, in 2010. In 2012 /2013, he was the principal author of: Safety Management: A Comprehensive Approach to Developing a Sustainable System and Process Safety Management - Leveraging Networks and Communities of Practice for Continuous Improvement respectively. He is also the principal author of this book and has coordinated the contributions of his coauthors to provide readers with this practical package of knowledge, which can contribute significantly to improving the health and safety of all workers, including new graduates, safety professionals, and business leaders and contractors. Dr. Lutchman is also passionate about sharing knowledge in an organized way in the areas of HSSE, PSM, and management systems to ensure the health and safety of our most precious assets-people (in particular, Generation Y), while generating support for superior business performance for all stakeholders. Douglas J. Evans - P.Eng, BSc., Engineering, B Chemical Engineering, P. Eng. APEGA Doug Evans is a graduate of Dalhousie University and the Technical University of Nova Scotia with BSc and chemical engineering degrees in 1974 and 1976, respectively. He established his working career in the oil industry with Texaco Canada in Montreal, Quebec. During his employment with Texaco, Imperial Oil, Petro-Canada, and now Suncor, he has had the opportunity to experience Canada's cultural and geographic variety, with multiple work assignments in eastern and western Canada. Evans has held a variety of senior leadership roles in the areas of engineering, technology, strategic planning, supply, and operations management over his 38-year career. More recently, he was appointed general manager of technical services in Suncor's corporate offices after the merger with Petro-Canada. This role involves providing a center of excellence in process engineering and operations controls to support safe, reliable, and low-cost operations at all of Suncor's operating facilities and for enhanced business performance. His current focus is leveraging Suncor's Technical Excellence Networks to capture and share knowledge and best practices and to generate continuous improvements in the business. He also has responsibility for stewarding process safety standards compliance and risk reduction across Suncor. Evans is currently a member of the AFPM Process Safety Workgroup, which is focused on enabling improved process safety performance in the North American refining industry. His passion for process safety management and risk reduction was also well utilized to drive deep organizational learnings across Petro-Canada as a result of the BP Texas City