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QMSI ORIENTATION COURSE

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implementing an ehs & quality management system for iso 9002/14001 middle east countries qatar liquefied gas company limited qatargas primary business lng production ... – PowerPoint PPT presentation

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Title: QMSI ORIENTATION COURSE


1
IMPLEMENTING AN EHS QUALITY MANAGEMENT
SYSTEM FOR ISO 9002/14001
2
Agenda Dual ISO 9002 14001 Certification
  • Where - Qatar
  • Who - Qatargas
  • What - Dual ISO 9002 14001
  • Certification
  • How - Continuous Improvement
  • Lessons Learned

3
STATE OF QATAR
  • MIDDLE EAST COUNTRIES

SYRIA
IRAQ
IRAN
KUWAIT
EGYPT
SAUDI ARABIA
BAHRAIN
U.A.E.
OMAN
YEMEN
4
  • Qatar Liquefied Gas Company Limited

5
QATARGAS
  • 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

6
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
7
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
8
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

9
Continuous Improvement at Qatargas
  • Promoted thru the acronym QMSI
  • QATARGAS MANAGEMENT SYSTEM
  • FOR CONTINUOUS IMPROVEMENT
  • QMSI - Qatargas strategy and methodology to
    achieve Continuous Improvement

10
What is a Management System?
  • What an organization does to manage its processes
    and activities
  • Includes policies, procedures, guidelines,
    organization charts, job descriptions, etc.

11
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

12
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 awarded ISO 9002
14001 certifications
13
Continuous Improvement
  • From an HESQ Perspective
  • Management System Standards
  • Rating Tool for Baseline Audit
  • Follow-on ISO Compliance Audits

14
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

15
WHY PROSPER?
An existing integrated HESQ Management System
Standard Rating Tool
PROSPER
ISO 9002
ISRS
IQRS
British Standards
ISO 18001
ISO 14001
IERS
16
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

17
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 ------gt 2000 -------2001
PROSPER - Now a Tool to Measure, Police Protect
HESQ Goals Objectives
18
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
19
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
20
HESQ Continuous Improvement Implementation
Qatargas Management Team
Management Representative
QMSI Support Team
Qatargas Organisation
21
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

22
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 April00
23
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)

24
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

Dont over-rely on written communications use
workshops other training courses
25
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)
26
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.
27
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.
28
Continuous Improvement Is . . .
  • Owned by all Employees and Contractors, not just
    Management.
  • About creating the right culture that
  • 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.

29
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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