2.6Operational Excellence

Management Approach

Group Execution Functions are organized to support operational and assurance functions with the goal of achieving operational excellence in all areas of the Company’s business.

SBM Offshore’s Group Operational Excellence department is dedicated to the maintenance and continuous improvement of the Company’s Global Enterprise Management System (GEMS) and the implementation and monitoring of key improvement initiatives notably to:

  • Adopt best practice through the application of the ISRS (see section 2.6.2) and Process Safety Management frameworks
  • Strengthen the Company’s incident reporting and investigation methodologies and tools to expand the scope beyond the remits of Health & Safety and Asset Integrity activities
  • Enhance existing Management of Change processes and provide more efficient functionality through the provision of a globally accessible database
  • Deploy a revised lessons learned process and application to ensure that lessons are embedded in our ways of working

For more information on Operational Governance, please refer to 3.10.1.

2017 performance

While good progress has been made, due to a number of challenges and the prioritization of topics, the Company has been unable to achieve all of its targets, particularly with respect to tool development and deployment. Our ambition remains to complete the remaining agreed scope within 2018.

Key achievements

  • Continued development of GEMS Role Assignment and Workflow tools to enhance user acceptance and improvement of efficiencies
  • Publication of a supporting process for the ‘Operational Excellence Governance Model’ to address business ownership, change control and investment decision making structures for GEMS processes, data-sets, information and applications
  • Continuation of the deployment of the ISRS plan with all GEMS Process Owners and Business Owners
  • Continuation of development of a revised lifecycle Incident Management process and supporting application
  • Global training of key personnel in robust Root Cause Analysis methodology
  • Deployment of revised Management of Change processes and tool for the ‘Execute’ lifecycle phase
  • Revision of Management of Change processes for the ‘Operate’ lifecycle phase
  • Partial integration of legacy Operations Management System documentation into GEMS and development of the framework going forward

Alex Weisselberg − ABS Quality Evaluations, Inc.

President

’ABS QE is proud to support global industry leaders such as SBM Offshore. Demonstrating an enduring commitment to Quality Leadership, SBM Offshore has embraced the upgraded ISO 9001 standard with a performance-driven approach. It is a privilege to accompany SBM Offshore on the Company’s continuous improvement journey.’

future

The following objectives have been set for 2018:

  • Deploy GEMS Role Assignment and Workflow tools
  • Process Safety Management strategy and targets as highlighted in Section 2.6.1
  • Continuation of the deployment of the ISRS plan with all GEMS Process Owners and Business Owners
  • Further development and deployment of the revised Management of Change processes and associated tool
  • Deliver an enhanced ‘Lessons Learnt’ tool to support the revised process
  • Deployment of revised Incident Management process and application
  • Enhance existing Safety Case approach and governance