Quality Management System

Gulf of Mexico Quality Management System (QMS) Overview

INTRODUCTION TO NOV DEVIN

OVERVIEW OF THE QUALITY

MANAGEMENT SYSTEM (QMS)

GoM Quality Management System (Process-Based QMS Model)

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QMS Implementation- Training Sessions

• Introduction and Scope of a Quality Management System Overview

• Management Representative-QMS Local Maintenance• Management Review Management Review Agenda

• Review Input/output

• Competence, Training and Awareness• Training/Meeting Records

4• Production and Service Provision

• Identification and Traceability• Preservation of Product



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• Nonconforming Product and Service• Deviation Waiver Request

• Customer Data and Property Control

• Purchasing Process• Purchasing Information

• Verification of Purchased Product

5• Document Control

• Record Control


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• Calibration and Verification of Inspection , Measuring and Test Equipment• Calibration Services Purchase Requirements Form

• Calibration Report

• Customer Audits• Customer Audits-Document Log

• Quality Auditing• Quality Audit Report

• Corrective and Preventative Action9

Benefits & Objectives of Module

Main Objectives Always Maintain Quality at all times Continual improvement of NOV’s

products and services

What will participants gain?Understanding clear expectations of the NOV Devin Quality Management System

What is the importance and our role each of us plays in the Quality Management System

Recognizing quality and reliability of NOV’s products and services

What drives quality

The Big Picture

Companies spend millions before equipment is placed on location for a single project!

From the exploration and drilling segment Permits Right of Way Mineral Rights Leases Seismic Studies International Requirements, etc.This only accounts for the upstream segment.

It is ALL About Safety, Quality and Efficiency

and doing things on the fly

The 21st Century brings about a new age in exploration, drilling and production in the oilfield

Established Standards Verifiable traceability Accountability Consistency Repeatability

IT IS OVER! The old days of the wildcat

What We Need to Understand About Our QMS?

By following the processes, we will meet the needs and the expectations of our customers.

perform the daily tasks set to maintain and ship NOV

products and services to our customers

How is Control of Processes AccomplishedSay what you do and do what you sayDocumenting NOV Devin processes through controlled manualsKeeping the processes up-to-date

By Maintaining Organized Methods Through Controlled Processes, we will Consistently supply excellent equipment Always strive to provide excellent service

Why should we consistently supply good products and services?

So we can meet the what our customers expect from usCUSTOMER FOCUS

So we can maintain our market leadershipCOMPETETIVE EDGE

So we can improve our revenue by reducing or eliminating CONCESSIONS!

ISO 9001, ISO 29001 & API Q1/Q2

The Bottom-line purpose for ISO and API is to achieve and sustain the quality of products and/or services that will instill Confidence, Commitment, Communication and Trust, so our Customers realize that quality is being achieved!

What if we don’t comply?

Consequences of “NOT DOING” what we say…

• We cannot meet the needs and expectations of our customers

• Our customers become dissatisfied• We lose NOV’s market position• We lose revenue• We increase costs• We risk down sizing, includeing headcount reduction• End results can be CATISTROPHIC!

When Quality is Ignored

NASA – Challenger Disaster (LOSSES)

The Challenger Incident's Stats:What is the problem? - Loss of Challenger and astronauts killed.When did it happen? - January 28, 1986Where did it happen? - Canaveral STS-51- L FacilityHow did it impact the goals? – Safety – Loss 7 astronauts (entire crew)

- Vehicle – Total loss of Challenger STS- Mission – Total Loss of Mission- Equipment – Redesign of solid rocket booster joints- Labor, Time – Investigation, testing

Estimated cost – Insurmisable; just the vehicle was clearly over $1,000,000,000 (billion).

Root Cause of NASA Challenger DisasterQuality Findings:

Root Cause - primary O-ring blow-by (the escape of hot gas) occurred because the O-ring hardened and did not fully seal at the low temperatures, and because the decision was made to launch in low temperatures, despite the fact that the vehicle was never certified to operate in temperatures that low. This decision was found to have been made because of ineffective launch commit criteria.

The presidential commission concluded that the cause of the challenger was the failure of the pressure seal in the aft field joint of the right Solid Rocket Motor. The failure was due to a faulty design, rendering the seal unacceptably sensitive to a number of factors.Those factors included the effects of temperature, physical dimensions, the character of materials, the effects of reuse and processing, and the reaction of the join to dynamic loading.

Cost of O-rings to test (estimation only) $100,000.00

BP Macondo Disaster (LOSSES)

Potential Price-tag:Individual Liability 13.9 BillionOperational Response: $14 BillionCivil Penalties: $4.5 Billion to $17.6 BillionCriminal Penalties: $5 Billion to $15 BillionEnvironmental Damage: $5 Billion

Human Life:11 Lives were lost

Oil Spilled: 4.9 million barrels of crude

Transcript:GORDON AAKER, Mechanical Engineering Consultant: “Every indication was that the well that blew out was already $10 million over. And to get caught doing a remedial cement job, and going back in there and doing all this work, was another $10 million. And that was going to impact them. So they were cutting corners on an operations side, trying to get by with less.”

Quality Findings and Root Cause1- Improper cement mixture 2- Improper testing of cement setting. (18 hours as compare to 24 hours standard)3- Blind Shear Rams- AMF Deadman-(cutting of drill- pipe) could not cut the pipe totally because of the bend suspected in the pipe. 4- The blue pod that runs in redundancy with the yellow pod was found to be mis-wired before lowering to the sea floor draining the blue pod’s battery.5- The yellow pod solenoid was mis-wired leaving each solenoid instead of working in unison working against each other leaving the valve paralyzed.6- The 9 volt battery that operated the computer for the blue pod failed which did not allow the solenoid to initiate the valve.7- No back up on the blind shear rams.

Cost of Root Cause – Estimations Only – Approximately $500,000.00 if caught prior to disaster.

Root Cause of the Macondo Disaster


The organization which today is known as ISO began in 1926 as the International Federation of the National Standardizing Associations (ISA). This organization focused heavily on mechanical engineering. It was disbanded in 1942 during the Second World War but was re-organized under the current name, ISO, in 1946

The American Petroleum Institute was established on March 20, 1919:• to afford a means of cooperation with the government in all matters of national

concern• to foster foreign and domestic trade in American petroleum products• to promote in general the interests of the petroleum industry in all its branches• to promote the mutual improvement of its members and the study of the arts

and sciences connected with the oil and natural gas industry.

ISO 9001-29001, API Q1 and API Q2 (QMS Systems)

Brief History of Standards


What is a Quality Management System?ISO

• The act of overseeing all activities and tasks needed to maintain a desired level of excellence. This includes creating and implementing quality planning and assurance, as well as quality control and quality improvement. It is also referred to as total quality management (TQM). (Process Related)

Definition

API• A documented quality management system is established,

implemented and maintained to ensure that products and services conform to specified requirements. (Process Related)

GoM Quality Management System (QMS) (Purpose)

• This is what happens “IF” we fail to ensure that products and services do not conform to the specified requirements.

• Documented Processes and Procedures are required to verify that NOV Devin meets specified requirements.

NOV DEVINQMS Business Process Model

Plan job according to NOV Devin and

Customer requirement

Perform job according to NOV Devin & Customer

requirements

Obtain Equipment per

NOV Devin external

purchasing procedures

NOV Devin

Obtain Equipment per

NOV Devin internal order

procedures

External

Gulf of Mexico Quality Management System SharePoint Document Control and

Record Management

QMS Elements, Clauses and Sub-Clauses (Section 4) QUALITY MANAGEMENT SYSTEM Requirements

• 4.1 Quality Management System– 4.1.2 Quality Policy– 4.1.3 Quality Objectives– 4.1.4 Planning– 4.1.5 Communication

• 4.1.5.1 Internal• 4.1.5.2 External

• 4.2 Management Responsibility– 4.2.2 Responsibility and Authority– 4.2.3 Management Representative

• 4.3 Organization Capability– 4.3.1 Provision of Resources– 4.3.2 Human Resources

• 4.3.2.2- Personnel Competence• 4.3.2.3- Training and Awareness

− 4.3.3 Work Environment

• 4.4 Document Requirements- 4.4.2 Procedures- 4.4.3 Control of Documents- 4.4.4 Use of External Documents in Product Realization

• 4.5 Control of Records


5. Product Realization• 5.1 Contract Review

− 5.1.2 Determination of Requirements− 5.1.3 Review of Requirements

• 5.2 Planning• 5.3 Risk Assessment and Management• 5.4 Design Development

− 5.4.1 Design and Development Planning− 5.4.2 Design and Development Inputs− 5.4.3 Design and Development Outputs− 5.4.4 Design and Development Review− 5.4.5 Design and Development Verification and Final Review− 5.4.6 Design and Development Validation and Approval− 5.4.7 Design and Development Changes


• 5.5 Contingency Planning− 5.5.2 Planning Output

• 5.6 Purchasing− 5.6.1 Purchasing Control

• 5.6.1.1 Procedure• 5.6.1.2 Initial Supplier Evaluation-Critical Purchases• 5.6.1.3 Initial Supplier Evaluation-Noncritical Purchases• 5.6.1.4 Supplier Re-evaluation• 5.6.1.5 Supplier Evaluation-Records• 5.6.1.6 Outsourcing

− 5.6.2 Purchasing Information− 5.6.3 Verification of Purchased Products or Activities


• 5.7 Production and Servicing Provision− 5.7.1 Control of Production and Servicing

• 5.7.1.1 Production• 5.7.1.2 Servicing• 5.7.1.3 Process Control Documents• 5.7.1.4 Product Realization Capability Documentation• 5.7.1.5 Validation of Processes for Production and Servicing

− 5.7.2 Product Quality Plans− 5.7.3 Identification and Traceability− 5.7.4 Product Inspection/Test Status − 5.7.5 Customer-supplied Property− 5.7.6 Preservation of Product

• 5.7.6.2 Storage and Assessment− 5.7.7 Inspection and Testing

• 5.7.7.2 In-process Inspection and Testing• 5.7.7.3 Final Inspection and Testing

− 5.7.8 Preservation of Product


• 5.8 Control of Testing, Measuring, and Monitoring Equipment• 5.9 Product Release• 5.10 Control of Nonconforming Product

− 5.10.2 Nonconforming Product− 5.10.3 Release of Nonconforming Product Under Concession− 5.10.4 Customer Notification− 5.10.5 Records

• 5.11 Management of Change (MOC)− 5.11.2 MOC Implementation− 5.11.3 MOC Notification


6 Quality Management System Monitoring, Measurement, Analysis, and Improvement

• 6.2 Monitoring, Measuring and Improving− 6.2.1 Customer Satisfaction− 6.2.2 Internal Audit

• 6.2.2.2 Performance of Internal Audit• 6.2.2.3 Audit Review and Closure

− 6.2.3 Process Evaluation • 6.3 Analysis of Data• 6.4 Improvement

− 6.4.2Customer Satisfaction− 6.4.3 Internal Audit

• 6.5 Management Review− 6.5.2 Input Requirements− 6.5.3 Output Requirements


END OF

PRESENTATION

NOV DEVINQUALITY MANAGEMENT SYSTEM (Overview)

Quality Management System

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Transcript of Quality Management System