A Global Integrated Management System Approachgemi.org.mx/files/ICongreso/jaimeh.pdf ·...
Transcript of A Global Integrated Management System Approachgemi.org.mx/files/ICongreso/jaimeh.pdf ·...
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A Global Integrated Management System Approach
Combined Effort of :Environmental, Health, & SafetyManage ProductionQuality Management SystemsPeople Systems
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Dow’s Operating Discipline Management
System
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Agenda
● What is ODMS, the background and why is it important?
● ODMS Structure and Content● Document Type and Structure● Scope, Applicability and Ownership● Allow
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Operating Discipline Management System (ODMS)
● An enterprise-wide, integrated management system, providing a one-window approach to Dow policies, requirements, processes and best practices.
● The “engine” that drives improvement and sustains the gains.
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Operating Discipline is:Operating Discipline is:
● “The documentation and use of the collective best knowledge and experience that ensures each job can and will be performed successfully.”
● A concept broadly applicable in Dow and not just in plants. OD covers much more than just “procedures”.
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Operating Discipline ----A basis for Operational Excellence
….the discipline to work the best way that we know how as individuals, as a work group and as a company.
….defines the what,who and when; the best way to get it done; and the proof we did it …….we will document it ALL
….provides a mechanism to achieve “dynamic standardization” so that everyone will reap the benefits of doing it the better way, quicker.
… this is fundamental to achieving our policies and reaching our business, site and functional objectives.
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ODMS - Definition of a Management System
That part of Dow’s overall management system which addresses:
● Organizational Structure● Planning Activities● Policies and Requirements● Work Processes● Roles and Responsibilities● Procedures or Best Practices or”Know-How”● Resources
needed for developing, implementing, achieving, reviewingand maintaining the company’s policies as it concerns EH&S, Operations, Quality and People aspects.
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Operating Discipline Management SystemFrom Confusion... to Clarity
All of the above contain common requirements for a Management System
An integrated management system. (Operating Discipline Management System)
Current Systems :Disjointed & Confusing
Dow Partners are Frustrated
EH&S, Responsible Care, ISO-14001 Stds
Quality/ISO/QSStandards
OperationsStandards
Other Standards
Dow PartnersAchieve Success
Future Vision :Clarity & Simplicity
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ODMS leads to BREAKTHROUGH…...
- Separated and overlapping EH&S - One consolidated, integrated,Quality, Operating Discipline coordinated management system.Management Systems.
- Complex and disjointed to the user. - Simple, easy to use.- Duplicated work and redundant - Work eliminated; global processes
documentation. & practices at right level.- Isolated, disconnected Management - Well organized Mgmt. System
System elements. with “Common Elements”and areas of focus.
- Difficult for leader to “see” the total - Clear for leaders.system.
- Best Practices, process requirements - Easy to access Best Practices.are difficult to find.
- Different approaches in different - One common approach, especially for functions, businesses. for customer interface
- Easier to integrate/add other system requirements and implement ( UCC)
Past Dow Systems ODMS
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200220012000199919981997199619951994
Business-Specific
Operating Discipline-
Manage Production
ISO-9000 & Quality Systems
QS-9000 for Big 3
Automotive
EH&S / Responsible
Care
ISO-14000 Environ. Standard
Other & Future
Standards
Operating Discipline
Mgmt System
ODMS … An Integrated, Consolidated, Dow Management System
Appropriate UCC Stds. and Best Practices
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ODMS Vision - Results
It will help achieve (along with other initiatives):● Significant reduction in unplanned events.● Achievement of EH&S 2005 goals.● Increase in Asset Utilization (Asset Capability)● Increased customer loyalty and satisfaction
ODMS Implementation will directly result in :● Less effort & cost to implement/maintain Management Systems.● Increased conformance to policies and requirements. ● Increased use and ease of access to Best Practices.● Stronger leader and employee involvement● Lower cost, efficient ISO certification, when needed● Integration of work processes into the requirements.
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Operating Discipline Opportunity
● We have a huge opportunity to capture value:● Major asset utilization gain● Dramatic reduction of unplanned events (EH&S 2005 goals and
others)● Improved efficiency and effectiveness of “Operations” throughout
Dow
● Fully use Operating Discipline and work processes. Make them a part of our way of life.
● To capture, leverage and apply the best way to do things.
● To institutionalize improvements and best practices, including those developed through Six Sigma.
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ODMS - Structure and Content
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Internal InfluencesDow Core ValuesPerformance TargetsCompliance GoalsCapturing Value
BUSINESS INPUT External InfluencesCustomer NeedsLegislation/RegulationResponsible Care*Global Competition
OD Management System - Continuous Improvement Cycle
Implementation and Operation
Planning
Checking and Corrective Action
Management System Review (Performance Status and
Action to Improve)
Continuous Improvement
LeadershipResponsibility
PLAN
DOCHECK
ACT
EH&S, Quality, Operational and People Aspects
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ODMS - Table of ContentsCommon Elements
1.0 Introduction / Scope2.0 References3.0 Definitions4.0 System Description
5.0 Common Mgmt. System Elements * 5.1 Leadership Responsibility5.2 Planning5.3 Implementation & Operation5.4 Checking & Corrective Action 5.5 Management System Review
Boilerplate
PDCA Cycle OR “Continuous
Improvement engine”
6.0 Responsible Care (EH&S)7.0 Quality8.0 Facilities Operations
- Operational Reliability- Process Control- Process Information - Process Technology- Operating Facilities
9.0 People/Human Systems
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LeadershipResponsibility
Objectives& Targets
ProcessManagement
Plan
CheckRecord Management
Measurements
Audits
Corr. & Prev. Actions
Investigations
Self-Assess. & InspecManagement
System Review
Act
Training
Communications
Empowerment
Mgmt. of Change
Procedures
Document Mgmt.
Do
7.0 Quality SystemsCommunity Aware.
& Outreach
Distribution
Non - Dow Services
Engineering Designand Control
Employee Health and Safety
Emergency Prepare. and Response
Pollution Prevention
Process Safety
Security
Product Stewardship
Operational Reliability
Process Control
Operating Facilities
Process Information
Process Technology
8.0 FacilitiesOperations6.0 Responsible Care
PerformanceExpectations
Respect and Responsibility
Opportunities
Employee Develop.
Compensationand Benefits
Diversity
Dual Career
Work Flexibility
Violence FreeWorkplace
Substance FreeWorkplace
Protection of Person.Employee Data
Leaving the Company
9.0 People PoliciesQuality System Inspection and
Testing
Contract Review
Design Control
Control of Inspec.,Meas. & Test Equip.
Purchasing
Control of CustomerSupplied Product
Handling, Stor., Pack,Pres. And Delivery
Control of nonPerforming Product
Inspection and Testing Statux
Servicing
Statistical TechniquesQuality ProcessControl
Product Identificationand Traceability
5.0 Common PDCA System
10 - ?? Future
Dow’s Institutional Memory
Explicit Knowledge
Aspects that are managed to ensure business excellence.
Dow’s Operating Discipline
6.0 Responsible Care
ODMS - Detailed DiagramDetailed Diagram
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Elements of Section 6.0 Responsible Care® (EH&S)
Employee Health and Safety
Product Stewardship
Process Safety
Pollution Prevention
multiple codes
Employee Health and Safety
CAER
multiple codes
Distribution
CAER
American Chemistry CouncilResponsible Care® Codes
6.10 Security
6.09 Product Stewardship
6.08 Process Safety
6.07 Pollution Prevention
6.06 Non-Dow Services
6.05 Employee Health and Safety
6.04 Emer. Preparedness & Response
6.03 EH&S Engr. Design & Control
6.02 Distribution & Logistics
6.01 Community Awareness/Outreach
ODMS Section 6.0: Responsible Care® (EH&S)
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Document Structure and Type
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ODMS Document Structure
PolicyRequirements
Procedures Work Instructions... “the How”
ProcessProcess Descriptions,Who, What, When...
Defines the Global
MUST-DO’s
ProofCompleted Checklists and other Records
... demonstrate the system is working well...
ModularHierarchy
Level 1
Level 2
Level 3
Level 4
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Types of Documents in an ODMS Element
● All elements are organized in the same way. Each element contains:
● L1 Policies / Requirements● L2 Process (includes orgnizational roles and
responsibilities)● Global L3 Procedures
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L3 Procedures Content
● L3 documents come in various forms and formats.
Word processing documentsSpreadsheetsPresentationsHypertext
and may come in various formats:
ProceduresFormsTemplatesChecklistsLearning resourcesDetailed Work ProcessModel practices, etc.
L3 procedure documents may be:
● Those provided by EH&S will be very structured and, in most cases, very detailed.
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ODMS Document Structure and Document Type
PolicyStatement
GlobalRequirements
Policy Documents
MacroProcess Steps
OrganizationalResponsibilites
Process Documents
I/T Tool Checklists
Roles andResponsibilities
StepSpecificatons
Work Process Templates ETC. ETC. ETC. Model procedure Standard Procedure Training Module
EH&S Standards(Requirements Specifications)
Procedural Documents
CompletedForms
CompletedChecklists
ComplianceData Sheets
PermitApplication
Etc. Etc. Etc. RequirementInterpertation
CompletedSafe Work Permit
Proof Documents(Records)
Global“Must-Do’s
L1
L2
L3
L4
Supporting “Know-How”
GO
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Scope, Applicability and Ownership
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Statement of scope and support:The Operating Discipline Management System is to be used by organizations throughout the Dow Chemical Company for sustainable competitive advantage. It is the responsibility of every organization leader covered by the scope to deploy this management system and ensure it is used consistently. This will achieve a common approach across businesses, functions and geographic areas to document and use our best knowledge and experience. The use of strong, standardized, knowledge-based OPERATING DISCIPLINE brings tremendous economic benefit and allows the inclusion of business technology and local regulatory requirements. This is fundamentally important in sustaining the gains made through Six Sigma initiatives.
The details for applicability to each group in Dow are described within the management system. The Responsible Care® and Quality requirements shall apply to all Dow organizations, facilities and employees. The entire management system shall apply to Dow Operations.
ODMS support statement from the sponsors and executive owners of Operating Discipline
Arnold Allemang Larry Washington
Vice President of Operations Vice President of EH&S, Human Resources and Public Affairs
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Scope, Applicability and Ownership, continued
◆ A functional Global Expert Partner (GEP) has been assigned by each Element Owner to manage the technical content of the policy, requirements and process description.
◆ Each GEP will identify a Subject Matter Review Team, orSMART Team, to provide expertise and input on content.
Typically, the SMART team will have functional and geographic diversity.
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Allow
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ODMS Advantages for Businesses
● Implementation led by the Businesses.● Plan-Do-Check-Act continuous improvement cycle is
incorporated and fully described.● Leadership responsibility clearly defined.● Guidelines for Business effort to define Objectives and
Targets.● Aligned and linked with work processes.● Checking and Corrective Action required.● Management System Review
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ODMS Advantages for Users
● Gives you fast easy access to Best Practices and Requirements.
● Allows you to understand your role/responsibilities for each element.
● Helps you do your job effectively.● Eliminates duplicated work you currently perform.● Helps improve performance and prevent unplanned events.● One management system for businesses, functions and sites
allows ease of communication and understanding … a common platform for people everywhere.
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Final Thoughts - Keys to Success LEADERSHIP
LeadershipResponsibility
Objectives& Targets
ProcessManagement
Plan
CheckRecord Management
Measurements
Audits
Corr. & Prev. Actions
Investigations
Self-Assess. & Inspec
ManagementSystem Review
Act
Training
Communications
Empowerment
Mgmt. of Change
Procedures
Document Mgmt.
Do
7.0 Quality Systems
Community Aware.& Outreach
Distribution
Non - Dow Services
Engineering Designand Control
Employee Health and Safety
Emergency Prepare. and Response
Pollution Prevention
Process Safety
Security
Product Stewardship
Operational Reliability
Process Control
Operating Facilities
Process Information
Process Technology
8.0 FacilitiesOperations6.0 Responsible Care
PerformanceExpectations
Respect and Responsibility
Opportunities
Employee Develop.
Compensationand Benefits
Diversity
Dual Career
Work Flexibility
Violence FreeWorkplace
Substance FreeWorkplace
Protection of Person.Employee Data
Leaving the Company
9.0 People Policies
Quality System Inspection and Testing
Contract Review
Design Control
Control of Inspec.,Meas. & Test Equip.
PurchasingControl of Customer
Supplied ProductHandling, Stor., Pack,
Pres. And Delivery
Control of nonPerforming Product
Inspection and Testing Statux
Servicing
Statistical TechniquesQuality ProcessControl
Product Identificationand Traceability
A Well defined, functioning Management System
10 - ?? Future
The Right Culture
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Operating Discipline Management System
Questions ...