IMPLEMENTING AN EHS & QUALITY MANAGEMENT SYSTEM FOR ISO 9002/14001 - PowerPoint PPT Presentation

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IMPLEMENTING AN EHS & QUALITY MANAGEMENT SYSTEM FOR ISO 9002/14001. Agenda: Dual ISO 9002 & 14001 Certification. Where - Qatar Who - Qatargas What - Dual ISO 9002 & 14001 Certification How - Continuous Improvement Lessons Learned .

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IMPLEMENTING AN EHS & QUALITY MANAGEMENT SYSTEM FOR ISO 9002/14001

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IMPLEMENTING AN EHS & QUALITY

MANAGEMENT SYSTEM FOR ISO 9002/14001


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Agenda: Dual ISO 9002 & 14001 Certification

  • Where - Qatar

  • Who - Qatargas

  • What - Dual ISO 9002 & 14001

    Certification

  • How - Continuous Improvement

  • Lessons Learned


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MIDDLE EAST COUNTRIES

RAS LAFFAN

DOHA

STATE OF QATAR

UMM SAID

STATE OF QATAR

SYRIA

IRAQ

IRAN

KUWAIT

EGYPT

SAUDI ARABIA

BAHRAIN

U.A.E.

OMAN

YEMEN


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Qatar Liquefied Gas Company Limited

m

TOTAL

M bil

o

MITSUI & CO. LTD.

Marubeni


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PRIMARY BUSINESS LNG PRODUCTION

BECAME A DYNAMIC ENTITY 1992

RAPIDLY EXPANDING START-UP COMPANY

1993 - LESS THAN 20 EMPLOYEES

1994 - LESS THAN 100 EMPLOYEES

1996 - APPROXIMATELY 650 EMPLOYEES

1998 - OVER 800 EMPLOYEES + 800 CONTRACTORS

OVER 30 DIFFERENT NATIONALITIES

STARTED PRODUCTION IN NOVEMBER 1996

FIRST CARGO TO JAPAN IN DECEMBER 1996

TOTAL END TO END INVESTMENT $14 BILLION

QATARGAS


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QATARGAS - OFFSHORE

UPSTREAM DEVELOPMENT OFFSHORE FACILITIES

2 TRAINS & 3rd TRAIN

Wellhead Platform 3

Process Platform - PR

Living

Quarters

Platform

6 Km - 20" Trunkline

PR - WH3 Submarine Power & Fibre Optic Communications Cable

Wellhead

Platform 2

Process & Utilities Platform - PU

Flare

82 Km - 32" pipeline

BSP1

BSP2

Wellhead

Platform 1

3rd Train Offshore Facilities

RAS LAFFAN


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QATARGAS - OFFSHORE

Gas Pipeline

Gas Liquid Pipeline

QG

Oil Lines

NFA

RAS LAFFAN

MAYDAN

MAHZAM

HALUL

EDD EL SHARGI

DUKHAN

BUL HANINE

DOHA

GAS

PT.B

UMM SAID

STATE OF QATAR


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CONTINUOUS

IMPROVEMENT

ACT

PLAN

CHECK

DO

What is Continuous Improvement?

  • The ongoing process to systematically improve Systems, Processes, Activities and Practices

  • Embodied in the Deming Model of

    PLAN - DO - CHECK - ACT


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Continuous Improvement at Qatargas

  • Promoted thru the acronym QMSI:

    QATARGAS MANAGEMENT SYSTEM

    FOR CONTINUOUS IMPROVEMENT

  • QMSI - Qatargas strategy and methodology to achieve Continuous Improvement


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What is a Management System?

  • What an organization does to manage its processes and activities

    • Includes policies, procedures, guidelines, organization charts, job descriptions, etc.


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QMSI Objectives

Thru Continuous Improvement:

  • Establish a Unified Management System

  • Provide Consistent and Concise Policies, Procedures & Instructions

  • Comply with Statutory Requirements

  • Meet or Exceed Customer Expectations

  • Meet Shareholder, Employee, Contractor, Community & Government Expectations


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History: Significant Qatargas Milestones

Apr 98- QMSI Initiated

Sep 98- PROSPER Baseline audit

post Sep 98- QMSI Implementation (Gap analysis)

May 99- HESQ Policy Revised

Jun 99- Internal Auditor Training

Dec 99- Internal PROSPER Audit

Feb 00- Improvement Suggestion System

Feb 00- Corporate Direction Statement Approved

Apr 00- ISO 9002/14001 “test-audit” by DNV

Jun 00- Then, ISO certification audit by ABS

Jul 00- Qatargas awardedISO 9002 & 14001 certifications


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Continuous Improvement

  • From an HESQ Perspective

    • Management System Standards

    • Rating Tool for Baseline Audit

    • Follow-on ISO Compliance Audits


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HESQ Management System Standards & Rating Tools

  • Standards (Checklists) against which we measure our Management System

  • Several Management System rating tools available

  • Audits and certification

  • Provide the means to progressively measure level of improvement

  • Qatargas selected DNV PROSPER


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WHY PROSPER?

An existing integrated HESQ Management System Standard & Rating Tool

PROSPER*

ISO 9002

ISRS*

IQRS*

British Standards

ISO 18001

ISO 14001

IERS*


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PROSPER & QMSI

  • Framework for HESQ Management System

  • 17 elements divided into 110 sub-elements

  • HESQ Management System rating (Audit) tool

  • 10 award levels

  • September 1998 Qatargas at Award Level 2

  • Award Level 4 equal to Dual Certification

  • Qatargas presently at Award Level 7


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police

CHANGING ROLE OF PROSPER

PROSPER - Initially a Tool to Help Construct and Strengthen Elements of the Qatargas HESQ Management System

Adapting PROSPER at Qatargas

1998 ------> 2000 -------2001+

PROSPER - Now a Tool to Measure, Police & Protect HESQ Goals & Objectives


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ISO & QMSI

  • Dual Certification - a significant milestone

  • QMSI did not stop at certification!

  • Retain certification by re-assessment (compliance audits every 6 months)

ISO - International Organization for Standardization


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HESQ Management - Misconceptions

Not Just

A Product Quality

System

Owned by

Management

ISO

Certification

Non-conformities

& observations

HESQ Department

Program

Unnecessary

Work

Policies &

Procedure

The Business Plan

Business

Process

Modeling

Team Building

Each makes a significant contribution, but real improvement involves more


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HESQ Continuous Improvement Implementation

Qatargas Management Team

Management Representative

QMSI Support Team

Qatargas Organisation


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The benefits of HESQ Continuous Improvement are many . . .

  • Streamlined work processes with every action adding value

  • Employees who know their roles in the organization

  • Clear and open communications

  • Safe and environmentally sound workplace

  • Opportunity to receive recognition for a job well done and to be rewarded accordingly

  • Benefits to employees, contractors, customers, shareholders, suppliers, community and country


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How Does Continuous Improvement Affect the Organization?

Continuous Improvement is mutually inclusive

  • Every employee & contractor is involved - they must help make it happen

  • All work processes are inter-linked

  • Use Vendor & Supplier feed back in the Continuous Improvement process

  • Teamwork

“We want everyone to feel that they can be all that they want to be; that their ideas are welcome and that they are part of the Qatargas family.”

- Pioneer April’00


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Lessons Learned from ISO Implementation

  • Select appropriate Management System Protocol

    • Categorize Protocol sub-elements into ISO/ Non-ISO critical

    • Conduct baseline audit & identify gaps

    • Ensure “Company Action Plan” reflects ISO - Critical tasks

  • Develop & Implement Requisite Documents and Standards (e.g., Policies, Procedures, Instructions, Forms, Record keeping)

  • Implement Internal Auditor and Non-Conformity Procedures/Training/Audit System ASAP

  • Use “Cross-Functional” Support Team role

  • Develop Key Performance Indicators (Metrics)


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Lessons Learned from ISO Implementation

  • Align EMS (Environmental Management System) with ISO 14001 standard & train personnel

  • Internal Audit & ISO Test Audit were invaluable

  • Cascade Corporate Objectives down to individual employee

  • “Publicize” to all:

    • Implement a Management System “Orientation” course

    • Conduct perception surveys company-wide

    • Issue special company newsletters

    • Write monthly articles for company newsletters

    • Establish a web site

Don’t over-rely on written communications; use workshops & other training courses


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Lessons Learned - Minimum HESQ Management System Requirements

Quality

Safety/Health

Environment

Mgt. HESQ Comm.

Mgt. of Change

HESQ Handbook*

Contractor HESQ Evaluation

Fire System: ITM Program

QMSI Manual

Management Review

Management Systems Audit

Non-Conformities

and Observations

Improvement Suggestions

Env. Mgt. System

Env. Monitoring & Reporting*

Register Env. Aspects & Impacts

Air Emissions Inventory

Waste Mgt. Plan

Develop Key Performance Indicators

*Onshore & Offshore (Plant & NFB)


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Lessons Learned - ISO Surveillance Audits

  • Performed every 6 months

  • Probably new non-conformities identified

  • Corrective Action Plan developed

  • Verification of Corrective Action Plan implementation

  • Certification body typically focuses on weak areas

Bottom Line: ISO process requires surveillance audits every six months and typically are 2-4 days in length, performed by 2 surveyors. Minimal preparation time is expected.


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A Word About New ISO 9000/2000

  • Qatargas must comply with new standard by 2003

  • Align QMS (Quality Management System) with ISO 9000 standard

  • What is involved

    • More customer focus, including metrics for customer appraisal system

    • More Business Process Modelling

    • More Senior Management Involvement

Bottom Line: ISO 9000/2000 addresses product QC/Service conformity and need for an organization to demonstrate capability to achieve customers satisfaction.


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Continuous Improvement Is . . .

  • Owned by allEmployees and Contractors,not just Management.

  • About creating the right culturethat:

    • accepts improvement and change;

    • encourages employees to adopt continuous

      improvement

  • A means to fully utilize the strengths and ideas of your employees and contractors to work better as a team.


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Summary: Continuous Improvement is a Two-Way Street!

Direction Statement



Business Plan Strategy



Corporate Objectives



Department Objectives



Individual ObjectivesIndividual Initiatives


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