A Global Integrated Management System Approachgemi.org.mx/files/ICongreso/jaimeh.pdf ·...

IGEM I Integrated Management System Jaime Hernandez 28 June, 01 1

A Global Integrated Management System Approach

Combined Effort of :Environmental, Health, & SafetyManage ProductionQuality Management SystemsPeople Systems


Dow’s Operating Discipline Management

System


Agenda

● What is ODMS, the background and why is it important?

● ODMS Structure and Content● Document Type and Structure● Scope, Applicability and Ownership● Allow


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.


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”.


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.


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.


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


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


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


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.


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.


ODMS - Structure and Content


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


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



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


Elements of Section 6.0 Responsible Care® (EH&S)


Product Stewardship

Process Safety


multiple codes


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)


Document Structure and Type


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


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


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.


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


Scope, Applicability and Ownership


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


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.


Allow


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


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.


Final Thoughts - Keys to Success LEADERSHIP


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


Emergency Prepare. and Response


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


Operating Discipline Management System

Questions ...

A Global Integrated Management System Approachgemi.org.mx/files/ICongreso/jaimeh.pdf ·...

Documents

Transcript of A Global Integrated Management System Approachgemi.org.mx/files/ICongreso/jaimeh.pdf ·...