7 fundamentals of an operationally excellent management system. (2015)

• Record Type: Book
• Other Titles: Seven fundamentals of an operationally excellent management system
• Further Information: Note: Chitram Lutchman, Douglas Evans, Waddah Ghanem, Rohanie Maharaj.
• Authors: Lutchman, Chitram; Lutchman, Chitram; Evans, Douglas (Douglas J.); Ghanem, Waddah; Maharaj, Rohanie
• Contents: 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;
• Edition: 1st
• Publisher Details: Boca Raton : CRC Press
• Publication Date: 2015
• Extent: 1 online resource, illustrations (black and white)
• Subjects: 658.4013; Organizational effectiveness; Total quality management
• Languages: English
• ISBNs: 9781482205770
• Related ISBNs: 9781482205763
• Notes: Note: Description based on CIP data; item not viewed.
• Access Rights: Legal Deposit; Only available on premises controlled by the deposit library and to one user at any one time; The Legal Deposit Libraries (Non-Print Works) Regulations (UK).
• Access Usage: Restricted: Printing from this resource is governed by The Legal Deposit Libraries (Non-Print Works) Regulations (UK) and UK copyright law currently in force.