7 Fundamentals of an Operationally Excellent Management System (Hardcover)

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 Challenges
Quality Assurance and Consistency in Report Writing
Self-Assessment and Preparedness of the Business Unit before the Audit
Audit Fatigue
Timely Feedback and Corrective Action Plans
Audit Triggers
Preparing for and Conducting a Management System Audit
Conclusions
References

Fundamental 6: Closing the Gaps?Operational Discipline
Addressing Gaps Identified
Single-Point Findings and Gaps
Systematic Findings and Gaps
Operational Discipline and Leadership Commitment
Leadership Commitment
Team Charter
Execution of Work to Close Gaps

Fundamental 7: Networks and Communities of Practice for Continuous Improvements and Shared Learning
Introduction
Current State of Generating and Sharing Knowledge
Are We Unable to Learn?
Network Structure
Core Team
Subject Matter Experts
Community of Practice Team
Organizational Challenges to Generating PSM Knowledge from Networks
Leadership Resistance
Silo Organizations and Organizational Skeptics
Initial Investments and Activation Expenditures
Availability of Skilled, Trained, and Competent Network Members
Formal Network Structures vs. Informal Networks and Communities of Practice (CoPs)
Networks Maturity Journey
Selecting Network Members?Core Team, SMEs, and Communities of Practice
Chartering the Network
Network Kickoff and Goal Setting
Establishing Work Plans and KPIs
Network Leaders Integration and Forum
Networks Governance and Leadership
Network Governance
Network Leadership
Performance Results
Conclusion
References

WORKSHOP - FUNDAMENTALS OF AN OPERATIONAL EXCELLENCE MANAGEMENT SYSTEM