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QUALITY MANAGEMENT AGA – BEST PRACTICE ROUNDTABLE Sara Peralta, Director – Quality & Improvement

QUALITY MANAGEMENT AGA – BEST PRACTICE ROUNDTABLE Sara Peralta, Director – Quality & Improvement. Philadelphia February, 2013. PRESENTATION AGENDA. Pacific Gas & Electric (PG&E) System Overview Quality Movement PG&E’s Vision & Top 10 Priorities

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QUALITY MANAGEMENT AGA – BEST PRACTICE ROUNDTABLE Sara Peralta, Director – Quality & Improvement

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  1. QUALITY MANAGEMENTAGA – BEST PRACTICE ROUNDTABLESara Peralta, Director – Quality & Improvement Philadelphia February, 2013

  2. PRESENTATION AGENDA • Pacific Gas & Electric (PG&E) • System Overview • Quality Movement • PG&E’s Vision & Top 10 Priorities • Organizational/Business Structure • Organizational Overview • Key Processes & Asset Families • Gas Safety Excellence (PAS 55) • Quality Program Deep Dive • Corrective Action Program • Procedures • Quality Control

  3. SYSTEM OVERVIEW PG&E’s system is comprised of: • ~ 42,000 miles of natural gas distribution pipelines • ~ 5,700 miles of gas transmission pipelines ( w/~ 1000 miles of High Consequence Areas) • ~ 42 miles of gas gathering pipelines • The entire transmission, distribution and gathering network serves ~ 4.4 million gas customers

  4. SAFETY QUALITY The National Transportation Safety Board determines that one of the probable causes of the accident was the Pacific Gas and Electric Company's (PG&E) inadequate quality assurance and quality control in 1956 during its Line 132 relocation project… It’s all aboutSafety. Out of tragedy should come change …

  5. QUALITY MOVEMENT • 2011 Gas Transmission ANPRM • NTSB’s 2011 “Most Wanted List” – Safety Management Systems • 192.305 – Independent inspections for transmission construction • CPUC 2012 Gas Safety Plan • Perform targeted and random field checks of facilities • Promote continuous improvement in work quality • Will develop/utilize risk-based safety programs 192.605 (b)(8) Each operator shall prepare a manual of written procedures for conducting operations and maintenance which must include procedures for periodically reviewing the work done by operator personnel to determine the effectiveness and adequacy of the procedures and modifying the procedures when deficiencies are found.

  6. TOP 10 GAS OPERATION PRIORITIES 1. Build a culture that puts public and personal safety first 2. Establish a clear organizational structure 3. Engage workforce and recruit talent 4. Rebuild integrity management process 5. Develop accurate asset knowledge 6. Achieve full regulatory compliance (rebuild trust) 7. Create and implement consistent standards, work methods and procedures 8. Establish an investment planning function 9. Improve gas transmission system control and build distribution control system 10. Revamp Quality Assurance/Quality Control capability

  7. ORGANIZATIONAL/BUSINESS STRUCTURE

  8. Gas Operations Org Structure

  9. Q&I PROGRAM ELEMENTS & FOCUS AREAS (6) (5) (16) (23) (13)

  10. PG&E’s GAS ASSET FAMILIES Meter Regulator ~ Turbine & Ultrasonic Metered Customers M Distribution Feeder Main ≥20% SMYS Interconnect GCUST Upstream Fire Valve Downstream Fire Valve Compressor Station Regulator Station Meter M C Local Transmission Backbone Transmission Interconnecting Pipeline Distribution Feeder Main <20% SMYS HPR ~ ~ CNG/LNG Master Meter M Emergency Zone Valve C Processing Regulator S Meter Gathering Lines Riser M Well Well Tee Distribution Main Service Residential or Commercial Customer Curb Valve Excess Flow Valve Storage Reservoirs - - - - - - - - - - - - - 8 Gas Asset Families - - - - - - - - - - - - - Cathodic Protection Storage Odorizer NOT DRAWN TO SCALE Distribution Mains Compression & Processing Distribution Services Not included in gas asset system Measurement & Control Customer Connected Equipment S Separator Station Protection CNG/LNG Transmission Pipe

  11. KEY GAS PROCESSES

  12. GAS SAFETY EXCELLENCE VISION PG&E’s goal is to become the safest gas utility in the nation: • Nurture a safety-first culture • Understand and know our assets and their condition • Continuously assess, re-assess risks, and adjust our risk management plans • Design safety into our process and asset management systems • Safely operate our system and respond appropriately to emergencies • Embed continuous improvement in all that we do

  13. PAS 55: QUALITY in ASSET MANAGEMENT • PAS 55 was developed in 2004 as the first publicly available specification for optimized management of physical assets. • There has been broad adoption in utilities, transport, mining, process and manufacturing industries worldwide. • The International Standards Organization (ISO) has now accepted PAS 55 as the basis for development of the new ISO 55000 series of international standards.

  14. CORRECTIVE ACTION PROGRAM & PROCEDURES

  15. CORRECTIVE ACTION PROGRAM (CAP) • CAP is a program that: • Captures incidents (events that have already happened) and potential incidents (events that haven’t happened but are identified as a risk); • Analyzes incidents & potential risks; • Recommends corrective actions to address issue and prevent future recurrence; • Recommends preventive actions to prevent occurrence in first place; and • Continuously assesses effectiveness; monitors trends; and communicates results.

  16. CAP in GAS OPERATIONS Lessons Learned • CAP: • Issues into CAP system • Assign risk-based significance level • Perform causal evaluation (root cause analysis, etc..) • Identify corrective/preventive actions • Track actions to completion • Monitor, trend, assess effectiveness Employee Feedback Assessment Results Quality Control Issues Audit Findings 2 Observation Results Advisory Recommendations 7 Incident Investigations 13 • Reduced Risk • Increased Safety • Improved Compliance Improvements

  17. PROCEDURES A major areas of anticipated improvement through CAP is in the area of improvements to PG&E’s guidance documents (policies, standards, procedures) External factors: • Updated technology / tools • Regulatory changes • CAP improvements Standards Prioritization Doc Development Sustainability Implementation Planning Implementation

  18. QUALITY CONTROL

  19. QUALITY CONTROL (QC) • GENERAL QC PROGRAM FRAMEWORK • Define regulations, policies, standards, work procedures governing the work • Develop a risk-based scorecard • Identify the population of completed work • Perform real time or after-the-fact field assessments on a random sampling basis • Communicate findings • Adjust the sampling based on findings • Develop local or system corrective actions for any findings as appropriate

  20. QC RESULTS - 2012

  21. QC RESULTS & TRENDS

  22. QC RESULTS & TRENDS CONT.. Locate & Mark QC - % Assessments Passed What you observe, focus on, emphasize, etc.. will improve. If you want to improve it, measure it.

  23. DISTRIBUTION CONSTRUCTION (Re-Dig) PROGRAM GOAL: • To implement a QC Re-Dig program that is statistically valid with a primary focus on gas distribution short cycle new installation and repair work performed by PG&E employees and contractors.

  24. RE-DIG SCORECARD LIST • Pre Job Package quality • Backfill material/Compaction • Placement of sleeves, casing bushings, and overall “as left” condition • Quality of Wrap installation • Weld appearance • Stab depths • Locating wire continuity • Proper material including EFV's installation/repair method used • Accuracy of Measurements to property lines/building/landmarks • As Built drawings/information for fittings, offsets and material types • Completed Job package quality • Job close out and documentation

  25. RE-DIG PILOT RESULTS • 52 Re-Digs performed • Overall pass rate was 48% • Top Findings: • Documentation Issues • Process Adherence • Handling of pre-1972 wrap • Equipment Calibration • Workmanship • Locating wire issues • Primer not used when necessary • Fittings not properly installed • Pilot surfaced several areas of procedural conflict/confusion targeted for resolution

  26. PG&E’s BELIEF “.. Quality management includes the activities and processes that an organization uses to achieve quality. These include formulating policy, setting objectives, planning, quality control, quality assurance, performance monitoring, and quality improvement. Achieving quality is critical to gas transmission pipeline design, construction, and operations. PHMSA recognizes that pipeline operators strive to achieve quality, but our experience has shown varying degrees of success in accomplishing this objective among pipeline operators. PHMSA believes that an ordered and structured approach to quality management can help pipeline operators achieve a more consistent state of quality and thus improve pipeline safety. PHMSA is considering whether and how to impose requirements related to QMS…”1 1 Department of Transportation, Pipeline and Hazardous Materials Safety Administration, 49 CFR Part 192, [Docket No. PHMSA-2011-0023] RIN 2137-AE72, Pipeline Safety: Safety of Gas Transmission Pipelines

  27. THANK YOU!! sara.peralta@pge.com

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