Pemex Refining is implementing a best practices pipeline integrity management program for its 14,000 km pipeline system. It is using an asset management framework based on BSI PAS-55 standards and risk-based decision making. It has selected key processes to document and improve using Lean and Six Sigma. It is supporting the program with a web-based integrity management system to manage the asset lifecycle and risk-based activities.
Gestión de Gobierno, Riesgos y Reglamentaciones (GRC)Rafael Antona
SoftExpert GRC Suite - Gestión Gobierno, Riesgos y Reglamentaciones - ofrece una estructura del gobierno corporativo que posibilita la toma de decisiones eficaces y cambios de comportamiento organizacional Ofrece a la organización una implementación viable y eficiente del gobieno corporativo y de TI.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document provides an overview of operations management for charities and non-profits. It discusses:
1) What operations management entails and how it involves bringing together resources, activities, and processes to produce outputs and outcomes.
2) The eight key stages of operations management: 1) developing clear objectives and measures of performance, 2) mapping activities, 3) identifying resources, 4) defining responsibilities, 5) sequencing activities, 6) implementing and managing operations, 7) evaluating progress, and 8) learning from evaluations.
3) How operations management focuses on combining resources and activities to produce outputs and outcomes, which are then monitored and evaluated against performance indicators to assess what is working well and what needs improvement
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
This document summarizes the balanced scorecard (BSC) approach to performance measurement and management. It discusses how the BSC addresses limitations of solely using financial metrics by incorporating non-financial perspectives like customer, internal processes, and learning and growth. It also explains how the BSC links strategic objectives and key performance indicators across the organization. The document analyzes the evolution of the BSC from its initial focus on performance evaluation to its current use as a framework for organizational change. It provides an example of how Kansai Electric Power implemented a BSC-based system and concludes with requirements for successful BSC reforms, like management commitment and cross-functional teamwork.
Advocacy Excellence: Optimizing Group Structure & Operations Report SummaryBest Practices
Patient advocacy groups have evolved into organizations that play a critical role in educating patients. Correspondently, the advocacy function within pharma has grown in importance as collaborations with patient groups are linked to enhanced disease state and brand education among patient groups.
This Best Practices
®, LLC study identifies key trends in how pharma advocacy group serve internal customers and which activities have the most value. Additionally, the study examines the roles and responsibilities of advocacy. Advocacy group leaders can use this study to better align their relationships with internal and external customers.
1) The document discusses various frameworks for performance management, including defining performance, setting performance criteria and measures, and developing balanced scorecards.
2) It summarizes Simon's "levers of control" framework which includes beliefs, boundary, diagnostic, and interactive control systems.
3) Otley's five key areas for performance management are discussed - objectives and strategies, performance measures, targets, rewards, and information systems.
Gestión de Gobierno, Riesgos y Reglamentaciones (GRC)Rafael Antona
SoftExpert GRC Suite - Gestión Gobierno, Riesgos y Reglamentaciones - ofrece una estructura del gobierno corporativo que posibilita la toma de decisiones eficaces y cambios de comportamiento organizacional Ofrece a la organización una implementación viable y eficiente del gobieno corporativo y de TI.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
This document provides an overview of operations management for charities and non-profits. It discusses:
1) What operations management entails and how it involves bringing together resources, activities, and processes to produce outputs and outcomes.
2) The eight key stages of operations management: 1) developing clear objectives and measures of performance, 2) mapping activities, 3) identifying resources, 4) defining responsibilities, 5) sequencing activities, 6) implementing and managing operations, 7) evaluating progress, and 8) learning from evaluations.
3) How operations management focuses on combining resources and activities to produce outputs and outcomes, which are then monitored and evaluated against performance indicators to assess what is working well and what needs improvement
People Strategy-Fundamentals for compiling a People StrategyCecil van Niekerk
The document outlines the key components of developing an effective talent strategy, including operational support, people management processes, capability development, and an HR information system. Succession planning and engagement are essential, with a focus on performance management, development aligned to roles, and creating a supportive work environment. The aim is to link all talent processes to delivery objectives and operational goals.
This document summarizes the balanced scorecard (BSC) approach to performance measurement and management. It discusses how the BSC addresses limitations of solely using financial metrics by incorporating non-financial perspectives like customer, internal processes, and learning and growth. It also explains how the BSC links strategic objectives and key performance indicators across the organization. The document analyzes the evolution of the BSC from its initial focus on performance evaluation to its current use as a framework for organizational change. It provides an example of how Kansai Electric Power implemented a BSC-based system and concludes with requirements for successful BSC reforms, like management commitment and cross-functional teamwork.
Advocacy Excellence: Optimizing Group Structure & Operations Report SummaryBest Practices
Patient advocacy groups have evolved into organizations that play a critical role in educating patients. Correspondently, the advocacy function within pharma has grown in importance as collaborations with patient groups are linked to enhanced disease state and brand education among patient groups.
This Best Practices
®, LLC study identifies key trends in how pharma advocacy group serve internal customers and which activities have the most value. Additionally, the study examines the roles and responsibilities of advocacy. Advocacy group leaders can use this study to better align their relationships with internal and external customers.
1) The document discusses various frameworks for performance management, including defining performance, setting performance criteria and measures, and developing balanced scorecards.
2) It summarizes Simon's "levers of control" framework which includes beliefs, boundary, diagnostic, and interactive control systems.
3) Otley's five key areas for performance management are discussed - objectives and strategies, performance measures, targets, rewards, and information systems.
Operations management plays a strategic role in organizations in three key ways:
1. An organization's operations are responsible for enacting its strategy on a daily basis through the myriad of activities within the operations function.
2. The operations performance objectives of cost, quality, speed, dependability, and flexibility enable organizations to pursue different competitive strategies.
3. There is a debate around whether organizations must trade-off between operations objectives or can achieve excellence in multiple objectives through developing capabilities in a certain sequence, but either way operations strategy should prioritize key objectives to guide operations.
The document discusses managing project portfolios through establishing clear status reporting. It emphasizes the importance of consistent, objective status reporting across all projects using common definitions for timelines, costs, resources, and other dimensions. Standardizing status reports helps portfolio managers make informed decisions by understanding what stage each project is at. The document provides examples of accurate yet concise status updates and discusses tools that can help manage projects at different levels of rigor over time.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
The document discusses the development of strategic governance, risk, and compliance (GRC) initiatives in organizations. It provides a three-part strategic GRC framework. First, it establishes an enterprise risk policy set by the board. Second, it defines the unique role of each risk and control function under a common governance. Third, it identifies how the functions can better integrate common processes and leverage knowledge to more efficiently and effectively manage risks. The framework aims to clarify roles, enhance coordination, and help organizations holistically address strategic risks.
SumTotal Performance Management software supports SMART goal methodology, providing workers assistance in creating Specific, Measurable, Achievable, Realistic and Time?based performance goals which can then be evaluated in real time with managers.
IAF605 week 12 chapter 15 the organization of international businessIAF605
This document provides an overview and agenda for a class on international business management. It discusses organizational structures at Infosys and how the company has evolved over time. It also addresses coordination and control systems, organizational culture, and the relationship between strategy and organization. Students are asked questions about Infosys' organization and whether they would want to work there. The document outlines objectives to profile traditional and contemporary organizational structures, coordination/control systems, and the role of organizational culture in international companies.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
The Energy Efficiency Playbook: Everything you need to know about purchasing...BetterBricks
This document introduces the High Performance Portfolio framework for implementing energy management strategies across an office real estate portfolio. It advocates taking a comprehensive approach to energy efficiency that involves strategic planning, executive commitment, and a dedicated team. The framework is divided into five stages: assess energy use, commit to goals, plan strategies, implement projects, and capitalize on savings. Key strategies include defining responsibilities and goals for an energy management team, tracking performance metrics, and embedding efficiency practices into long-term business operations. The framework is intended to help real estate organizations optimize their portfolios' financial returns, occupant satisfaction, and environmental impact through continuous energy improvements.
Are you managing the risk of change? Would your projects or business events deliver higher results with a stronger focus on change management? PeopleFirm’s experienced team and proven methodology can provide your organization with a customized roadmap to drive business readiness, engagement, and adoption in support of your next change.
Change Management delivers value. A 2006 study found that organizations that effectively managed change saw 143% returns, while ineffective change management led to only 35% returns. Benefits of change management included higher employee engagement, lower turnover rates over 5 years, and sustained value delivery. To be successful, a change program must address the top four barriers to adoption: ineffective leadership, employee resistance, poor middle management support, and lack of resources and planning. PeopleFirm provides customized change management services and roadmaps to drive business readiness, engagement, and adoption.
This document discusses change management and its importance in delivering value. It summarizes that organizations that invest in change management see real benefits, delivering on average 143% of expected returns, compared to only 35% for those at the bottom. Key benefits included higher employee engagement, lower turnover rates, and sustained value over 5 years. Effective change management addresses the top barriers to adoption like lack of leadership support and employee resistance. The document promotes the services of PeopleFirm in providing customized change management solutions and roadmaps.
This document discusses change management and its importance in delivering value and benefits to organizations undergoing change. It summarizes that effective change management is critical for the success of any project or initiative and ensures high levels of employee engagement, lower turnover rates, and tangible financial benefits over 5 years. When organizations invest in change management, they deliver 143% of expected returns on average, compared to only 35% for those with less effective change management.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
Cyrius2 provides organizational consultancy services in supply chain, finance, management control, and ICT project governance. It offers expertise in business process reengineering, change management, SAP installations, business intelligence, and integrating ERP systems with other software. Cyrius2 aims to support strategic and operational decision making for its clients through a highly skilled staff. It uses a methodology based on business process management.
The document provides an overview of corporate strategy and different perspectives on strategy. It discusses strategy as rivalry, alignment processes, co-creation, and learning. Strategy is defined as a plan to achieve a specific goal by configuring resources to fulfill stakeholder expectations within a changing environment. Different strategic tools are presented, including Porter's five forces, the value chain, activity systems, and Kaplan and Norton's balanced scorecard approach which translates strategy into operational targets. The future is seen as invented through decisions rather than predictable or chaotic. The agenda is to understand how to make right assumptions about the future to gain competitive advantage.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
1) Enterprise architecture (EA) provides a model of an organization and its external environment to help improve compliance, costs, quality, and other factors.
2) An EA models all important parts of an organization, how they relate to each other, and how they have changed and will change. It includes processes, resources, and more.
3) Building an EA involves consistently modeling processes, data, and relationships to provide a comprehensive "map" of the organization. This allows leaders to assess situations and make improved decisions.
This document summarizes an article from the Engineers Journal about asset management and the BSI PAS 55-2008 specification. It discusses how PAS 55-2008 provides a framework for integrating asset management practices across an organization to optimize performance and costs over the entire lifecycle of assets. The specification is becoming more widely adopted in various industries. While compliance can be challenging, organizations that have implemented PAS 55-2008 report benefits such as 30% lower total asset ownership costs and 25% improved service delivery.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Business continuity management fundamentals updateExo Futures
BCM is a holistic management process
that identifies potential impacts that threaten an organisation
and provides a framework for building resilience with the capability for an effective response
that safeguards the interests of its key stakeholders, reputation, brand and value creating activities.
BIA is a process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impact that may result if an organization was to experience a disruption from a disaster event.
A simpler definition, BIA is a survey that shows how soon you need to have something and do something in order to not ruin your reputation, not lose a lot of money, and not go out of business.
Operations management plays a strategic role in organizations in three key ways:
1. An organization's operations are responsible for enacting its strategy on a daily basis through the myriad of activities within the operations function.
2. The operations performance objectives of cost, quality, speed, dependability, and flexibility enable organizations to pursue different competitive strategies.
3. There is a debate around whether organizations must trade-off between operations objectives or can achieve excellence in multiple objectives through developing capabilities in a certain sequence, but either way operations strategy should prioritize key objectives to guide operations.
The document discusses managing project portfolios through establishing clear status reporting. It emphasizes the importance of consistent, objective status reporting across all projects using common definitions for timelines, costs, resources, and other dimensions. Standardizing status reports helps portfolio managers make informed decisions by understanding what stage each project is at. The document provides examples of accurate yet concise status updates and discusses tools that can help manage projects at different levels of rigor over time.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Net challenge training_material_performance management_v05netchallenge
This document provides an overview of a performance management framework for collaborative business networks. It discusses key concepts including stakeholders, key success factors, key performance factors, and key performance indicators. It describes the framework's components, including performance management processes, stakeholders and factors, and an information system. The performance management process involves developing a strategy, deploying it, and measuring performance for both business clusters and virtual organizations.
The document discusses the development of strategic governance, risk, and compliance (GRC) initiatives in organizations. It provides a three-part strategic GRC framework. First, it establishes an enterprise risk policy set by the board. Second, it defines the unique role of each risk and control function under a common governance. Third, it identifies how the functions can better integrate common processes and leverage knowledge to more efficiently and effectively manage risks. The framework aims to clarify roles, enhance coordination, and help organizations holistically address strategic risks.
SumTotal Performance Management software supports SMART goal methodology, providing workers assistance in creating Specific, Measurable, Achievable, Realistic and Time?based performance goals which can then be evaluated in real time with managers.
IAF605 week 12 chapter 15 the organization of international businessIAF605
This document provides an overview and agenda for a class on international business management. It discusses organizational structures at Infosys and how the company has evolved over time. It also addresses coordination and control systems, organizational culture, and the relationship between strategy and organization. Students are asked questions about Infosys' organization and whether they would want to work there. The document outlines objectives to profile traditional and contemporary organizational structures, coordination/control systems, and the role of organizational culture in international companies.
Definitive Guide to Strategic Human Capital ManagementSumTotalSystems
The Definitive Guide to Strategic Human Capital Management” provides insight into:
The visibility and information needed to proactively manage your business and your talent
Keys to recruiting and hiring the best talent
Ways to nurture and optimize your existing talent, including best practices in assessing and developing employees
Mitigating risks and lost productivity due to employee absence
Benefits of developing a high-level view of the health of the company using HCM data and KPIs
The Energy Efficiency Playbook: Everything you need to know about purchasing...BetterBricks
This document introduces the High Performance Portfolio framework for implementing energy management strategies across an office real estate portfolio. It advocates taking a comprehensive approach to energy efficiency that involves strategic planning, executive commitment, and a dedicated team. The framework is divided into five stages: assess energy use, commit to goals, plan strategies, implement projects, and capitalize on savings. Key strategies include defining responsibilities and goals for an energy management team, tracking performance metrics, and embedding efficiency practices into long-term business operations. The framework is intended to help real estate organizations optimize their portfolios' financial returns, occupant satisfaction, and environmental impact through continuous energy improvements.
Are you managing the risk of change? Would your projects or business events deliver higher results with a stronger focus on change management? PeopleFirm’s experienced team and proven methodology can provide your organization with a customized roadmap to drive business readiness, engagement, and adoption in support of your next change.
Change Management delivers value. A 2006 study found that organizations that effectively managed change saw 143% returns, while ineffective change management led to only 35% returns. Benefits of change management included higher employee engagement, lower turnover rates over 5 years, and sustained value delivery. To be successful, a change program must address the top four barriers to adoption: ineffective leadership, employee resistance, poor middle management support, and lack of resources and planning. PeopleFirm provides customized change management services and roadmaps to drive business readiness, engagement, and adoption.
This document discusses change management and its importance in delivering value. It summarizes that organizations that invest in change management see real benefits, delivering on average 143% of expected returns, compared to only 35% for those at the bottom. Key benefits included higher employee engagement, lower turnover rates, and sustained value over 5 years. Effective change management addresses the top barriers to adoption like lack of leadership support and employee resistance. The document promotes the services of PeopleFirm in providing customized change management solutions and roadmaps.
This document discusses change management and its importance in delivering value and benefits to organizations undergoing change. It summarizes that effective change management is critical for the success of any project or initiative and ensures high levels of employee engagement, lower turnover rates, and tangible financial benefits over 5 years. When organizations invest in change management, they deliver 143% of expected returns on average, compared to only 35% for those with less effective change management.
This document introduces the Business Process Maturity Model, which is a multi-dimensional, non-linear model for assessing an organization's business process maturity. The model has two dimensions: 1) The "Five Levers of Change" which are the components that make up an organization, and 2) Five "States of Process Maturity" that represent stages an organization progresses through. The five states are: Siloed, Tactically Integrated, Process Driven, Optimized Enterprise, and Intelligent Operating Network. Moving from one state to the next is not linear and involves overcoming different hurdles for different parts of the organization.
Cyrius2 provides organizational consultancy services in supply chain, finance, management control, and ICT project governance. It offers expertise in business process reengineering, change management, SAP installations, business intelligence, and integrating ERP systems with other software. Cyrius2 aims to support strategic and operational decision making for its clients through a highly skilled staff. It uses a methodology based on business process management.
The document provides an overview of corporate strategy and different perspectives on strategy. It discusses strategy as rivalry, alignment processes, co-creation, and learning. Strategy is defined as a plan to achieve a specific goal by configuring resources to fulfill stakeholder expectations within a changing environment. Different strategic tools are presented, including Porter's five forces, the value chain, activity systems, and Kaplan and Norton's balanced scorecard approach which translates strategy into operational targets. The future is seen as invented through decisions rather than predictable or chaotic. The agenda is to understand how to make right assumptions about the future to gain competitive advantage.
Mastering the language and practice of ISO50001 Energy Management SystemCamfil UK
The document discusses the global adoption of ISO management system standards such as ISO9001, ISO14001, and ISO50001. It provides data on the adoption rates of these standards over time and emphasizes the importance of developing an energy management system using ISO50001 to achieve energy reductions through practices like setting targets, allocating responsibilities, and integrating energy efficiency into daily operations. Barriers to successful energy reduction programs are also examined, and the need for a holistic management system approach is stressed.
1) Enterprise architecture (EA) provides a model of an organization and its external environment to help improve compliance, costs, quality, and other factors.
2) An EA models all important parts of an organization, how they relate to each other, and how they have changed and will change. It includes processes, resources, and more.
3) Building an EA involves consistently modeling processes, data, and relationships to provide a comprehensive "map" of the organization. This allows leaders to assess situations and make improved decisions.
This document summarizes an article from the Engineers Journal about asset management and the BSI PAS 55-2008 specification. It discusses how PAS 55-2008 provides a framework for integrating asset management practices across an organization to optimize performance and costs over the entire lifecycle of assets. The specification is becoming more widely adopted in various industries. While compliance can be challenging, organizations that have implemented PAS 55-2008 report benefits such as 30% lower total asset ownership costs and 25% improved service delivery.
Professional Business Results & Selected Accomplishmentsmjleib
This slide show summarizes the professional results and accomplishments of Michael Jay Leib across management accountability, marketing leadership, and technology leadership. Some of the key accomplishments highlighted include redesigning and automating customer fulfillment processes, product turnarounds and restructurings, expanding business into new markets, special end-of-life product sales, acquisitions and integrations, increasing revenue and margins, and building out channel sales programs.
Business continuity management fundamentals updateExo Futures
BCM is a holistic management process
that identifies potential impacts that threaten an organisation
and provides a framework for building resilience with the capability for an effective response
that safeguards the interests of its key stakeholders, reputation, brand and value creating activities.
BIA is a process designed to prioritize business functions by assessing the potential quantitative (financial) and qualitative (non-financial) impact that may result if an organization was to experience a disruption from a disaster event.
A simpler definition, BIA is a survey that shows how soon you need to have something and do something in order to not ruin your reputation, not lose a lot of money, and not go out of business.
The webinar provided an overview of effective governance principles for project management, including defining roles and responsibilities, ensuring alignment between projects and organizational strategy, and applying governance throughout the project lifecycle. It discussed challenges organizations face with governance and highlighted the APM principles for governance of project management. The presentation emphasized that governance is the responsibility of the board and senior leaders and involves stakeholder engagement, decision-making processes, and independent review.
PwC offers internal audit services to help pharmaceutical and life sciences companies optimize their internal audit function in a rapidly changing risk environment. They utilize a "hub and spoke" operating model staffed by industry-experienced professionals to provide traditional internal audit activities and address high-risk areas. PwC focuses on strategic risk assessments, regulatory compliance reviews, supply chain audits, and financial reporting to help companies manage risks across their value chain.
Healthcare Practice Management Services, LLC provides consulting services to optimize healthcare operations through practice design and performance management, and revenue cycle management. With over 65 years of combined experience, their consultants assess clients' needs, identify areas for improvement, and implement customized solutions. For practice design, they clarify goals and assess current performance to identify issues limiting growth. Their revenue cycle management services comprehensively review processes to improve billing efficiency and compliance. The outcome of their services is reduced costs, increased productivity and satisfaction, and improved profitability.
The document outlines the PRCA Communications Management Standard (CMS) for in-house PR and communications teams. The CMS covers 7 key areas that teams must demonstrate proficiency in to achieve certification: 1) Leadership and Communication, 2) Business Planning, 3) Business Improvement, 4) Budgetary Management Systems, 5) Project Management, 6) Monitoring Satisfaction, and 7) People Management. To attain the standard, teams must pass each area and score at least 75% overall. The standard is designed to enhance the efficiency and practices of in-house teams and demonstrate they are run to high standards.
The document provides an overview of the Internal Audit Capability Model (IA-CM) which is a framework for assessing and improving internal audit functions. It consists of 5 levels which define different capabilities, from initial/ad hoc processes at level 1 to an optimized continuous improvement function at level 5. The presentation outlines the underlying principles of determining the appropriate capability level based on organizational needs and environment. It also summarizes the key aspects of each IA-CM level, such as professional practices, performance management, and relationships with management.
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
This document discusses opportunities to reform risk governance and corporate governance in four key areas:
1. Improving management's control and supervision of business lines.
2. Giving boards better perspective to oversee strategy, management, and risks.
3. Enhancing regulators' oversight of risk management practices.
4. Creating efficient processes to leverage finance, risk, compliance, and audit functions.
The document recommends augmenting organizational structures to promote senior management awareness of risks, establish clear communication lines, and provide oversight while respecting independent risk functions. This includes a Senior Risk Committee and aggregating business segment reporting to give boards a comprehensive view of risks.
The document summarizes an integrated solution from IBM and MaxGrip that helps asset-intensive organizations optimize asset maintenance plans. The solution combines MaxGrip's strEAM+ asset performance management platform with IBM's Maximo asset management platform. This integrated solution enables organizations to 1) develop risk-centric maintenance strategies, 2) analyze how strategies impact key metrics, and 3) quickly generate optimized maintenance plans to balance objectives. The strEAM+ platform contains modules that help plan maintenance, simulate scenarios, perform root cause analysis, and more. When integrated with Maximo, organizations gain an end-to-end solution for managing asset reliability.
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
Performance Ally is a software-as-a-service solution that enables organisations to make performance management something authentic, effective and capable of delivering to the bottom line. It keeps performance management on track, headed in the same direction as corporate strategy.
Agile and lean product development the fundamentalsRussell Pannone
The document discusses delivering value early and often through agile development practices to gain competitive advantages. It emphasizes cross-functional collaboration, continuous delivery of working software increments, early defect discovery, eliminating waste, and frequent feedback to improve. The goal is satisfying customers through adaptive teams that can sustain a constant development pace.
Lean Business France provides lean management consulting services to help companies improve competitiveness through lean principles. They have over 20 years of experience implementing lean across manufacturing, services, and supply chains globally. Their services include lean assessments, training, workshops, and ongoing support in areas such as process optimization, problem solving, leadership, culture change, and supply chain management. They take a holistic approach focused on both technical tools and developing people and culture. The company is based near Toulouse, France but works with clients internationally.
IKON PQM is an online process and quality management platform that allows companies to efficiently manage policies, procedures, and monitor compliance. It features customizable policy creation and reporting, centralized updates, monitoring of staff activities, and alerts. Benefits include reduced audit costs, risk anticipation, and ensuring policy accuracy through real-time dashboards and reports. IKON PQM provides a customizable online audit template with workflows, post-audit reporting, and task tracking.
Meridium's Asset Performance Management software helps organizations achieve and sustain compliance with the PAS 55 asset management standard. It does this through its Value Assurance Program, which assesses an organization's business drivers, processes, culture and technology to develop an effective asset management program. The program identifies six management system domains that are key to PAS 55 compliance. It determines an organization's maturity in each domain and guides them to improve through documented work processes. Meridium's software supports these work processes and provides a framework that aligns with PAS 55's requirements for strategic planning, implementation, monitoring and continuous improvement of the asset management system.
Guide to Corporate Governance for Subvented Organisations - Executive Summaryeuweben01
The document provides guidance on corporate governance best practices for organizations that receive public funding in Hong Kong. It outlines key principles like having a clear purpose, transparent decision making, and engaging stakeholders. The document discusses establishing an effective board, including composition, roles, and committees. It also covers strategies for planning, budgeting, performance management, transparency, and managing risks. The goal is to help sustain public trust by setting out governance principles and practices for subvented organizations to follow.
The document provides guidance on corporate governance best practices for organizations that receive public funding in Hong Kong. It outlines key principles like having a clear purpose, transparent decision making, and engaging stakeholders. The document discusses establishing an effective board, including composition, roles, and committees. It also covers strategies for planning, budgeting, performance management, transparency, and managing risks. The goal is to help sustain public trust by setting out governance principles and practices for subvented organizations to follow.
Similar to Process Centric Integrity Management (20)
This document discusses challenges and solutions for operators managing the pipeline records verification process required by PHMSA to establish Maximum Allowable Operating Pressure (MAOP) and Maximum Operating Pressure (MOP). It outlines the need for a lightweight tool to implement a clear, consistent, and documented process for locating, reviewing, compiling, and validating pipeline records. The proposed solution features a dashboard and workflow wizard to guide operators through the verification tasks, track progress, and ensure accountability. It would link directly to source documents and provide various reporting options.
This document describes a process-centric asset management solution from NRGtech. The solution supports pipeline construction, integrity management, and reliability through managing workflows such as MAOP verification, distribution integrity management, transmission integrity management, tank inspection and maintenance, and in-line inspection. Key benefits of the solution include improved traceability of work and documentation, increased productivity and compliance with regulations. The solution uses a process-centric approach to orchestrate groups of work to accomplish objectives related to integrity management and operations.
Business Process Management (BPM) can support Distribution Integrity Management (DIMP) compliance by documenting, improving, and measuring processes, as well as incorporating risk-based decision making. BPM orchestrates cross-functional workflows and produces metrics that are communicated through dashboards. It ties together human and system work to communicate, document, automate, and manage processes and metrics.
This document discusses Pemex Refining's implementation of a process-centric integrity management system to govern its $1 billion, 5-year integrity program. The system focuses on metric management, risk management, project management, data management, and document management to improve transparency, control, and measurement of the program. Key aspects include using an exposure-resistance-mitigation model for risk-based project selection and priority-setting, as well as process-based approaches to project management, data collection and reporting, and document management. Continuous improvement of processes and metrics is also emphasized.
The document discusses an enhanced pipeline risk assessment (EPRA) model for evaluating risks on pipelines. EPRA uses measurements rather than scores to provide a more accurate and defensible quantitative risk assessment that can be expressed in absolute terms. EPRA assesses probability of failure based on exposure, mitigation, and resistance factors, allowing for a more detailed, data-driven analysis of risk compared to typical qualitative or relative scoring models.
PipeTrak IT is a web-based pipeline construction management software that tracks materials, activities, quality, and documentation. It manages progress, cost, and quality through features like material reconciliation, activity tracking, progress tracking for each construction phase, quality assurance for welding including root cause analysis, and GIS mapping of the pipeline route and activities. All documentation such as daily reports, photos, and procedures are centralized for inspection and management access.
Business Process Management (BPM) is a change management methodology that aids in the continuous management of business processes involving people, processes, and technology. BPM coordinates work activities across teams, roles, and systems to improve productivity. Typical BPM workflows manage integrity activities like inspections, repairs, and data integration.
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3. Program Overview
Program Scope
Pemex Refining is in the process
of implementing a best practices
multi-year integrity management
program for it’s more than
14,000 km of hazardous liquids
and crude oil pipelines
4. Program Overview
Objective
The purpose is to improve and
maintain the safe, reliable
operation of the pipeline system
through risk based management
and execution of integrity
activities
Confidential
5. Program Overview
Integrity Management System
The company decided to support
the program with a web-based,
GIS enabled technology called
Integrity Management System
(iMS)
Confidential
6. Program Overview
Industry Leading Best Practices
BSI PAS-55 (Asset Management)
LEAN (Process Management)
Six Sigma (Quality Assurance)
API 1160ASME B31.8S (IM)
EPRA (WKM Risk Management)
Confidential
7. Program Overview
Benefits of Practices – Supports:
Life-Cycle Management
Risk Based Decision-Making
Collaboration, Communication,
Sustainability, Improvement
Scalability, Configurability
Performance Management
(beyond prescriptive silo based
integrity management)
Confidential
9. Asset Management Framework
BSI PAS-55
Asset Management
Systematic & coordinated
activities and practices
through which an
organization optimally
manages its physical
assets and their associated
performance, risks and
expenditures over their life
cycles for the purpose of
achieving its organizational
strategic plan
Figure provided from PAS-55 and the Woodhouse Group
Confidential
10. Asset Management Framework
In a traditional organization it
is difficult to optimize asset
values across the business
A goal of AM is to then
provide a truly integrated,
optimized, risk-managed,
whole-life management of
the mix of physical, human,
intellectual, reputational,
financial and other assets
that uniquely comprises the
business
Figure provided from PAS-55 and the Woodhouse Group
Confidential
11. Asset Management Framework
Asset Management
Organizational Strategic Plan
Asset Management Policy
Asset Management Strategy
Asset Management Objectives
Asset Management Plans:
Integrity Administration Plan
(PAI)
Figure provided from PAS-55 and the Woodhouse Group
Confidential
12. Asset Management Framework
Asset Management Incorporating Principals of
"What is the optimal inspection or Risk Based Management
maintenance interval?“
"What is the optimal implementation
sequence for a list of very dissimilar tasks or
projects?“
"When is the optimal time to replace this
equipment?“
"Is it worth holding a strategic spare, and if so,
how many?“
"Which asset is best to purchase - the high
cost option with better performance and
longer potential life, or the cheaper but lower
performance/more uncertain option?“
"What shutdowns are worthwhile, when?"
Figure provided from PAS-55 and the Woodhouse Group
Confidential
13. Asset Management Framework
Employing LEAN and Six
Sigma practices to improve
work-flow processes and
dataresults quality
assurance
LEAN Six Sigma
Process Focus Activity Focus
Confidential
14. Process Management
Process Management - Definition
Aligning internal and external business process
performance and results with the core competencies,
strategic objectives, and business goals of the
organization
Understanding and documenting business processes
so that they can be consistently executed
Measuring, monitoring, and controlling process
performance including key inputs and outputs
Actively designing and improving business processes
to meet or exceed the expectations of customers
while achieving organizational goals
Confidential
15. Process Management
When Combined, PAS-55, LEAN
and Six Sigma Support Optimized
Cross-Functional Alignment
wBusiness Objectives
Confidential
16. Process Management
Discovery and Documentation of Key Implementing Process
Program Processes Management Practices
Recognize that documenting,
collaborating and managing key
processes leads to business and
program improvement
Understand that cross-functional
teams have different interpretations
of what is important
Select 10-20 high value or high risk
processes
Break process into 10-15 tasks and
small teams
17. Process Management
Processes Implementing Process
Program Planning Management Practices
Assessments
Inspections
Mitigation & Repair
Certification
Risk Based Decision-Making
Data QA and Integration
18. Process Management
Example
Basics
Who
What
Where
When
How
Key Features
Systems Integration
Documentation
KPI Reporting
Escalation
Notification
Re-Assignment
Versioning
19. Risk Based Decision Making
Risk Based Decision-Making (RBDM)
RBDM is the foundation of the selection of
all assessment, inspection and rehabilitation
activities,
RBDM supports the optimal selection of
integrity activities within the asset life-cycle
(PAS-55)
Given the importance of RBDM in support
of the program objectives, Pemex decided
to deploy a normalized, monetized
methodology for project analysis called
Enhanced Probabilistic Risk Analysis (EPRA)
Confidential
21. Activity Based QA & RCA
Basics
Performing programmatic and
human-centric QA for
activities while correcting
issues as far upstream as
possible
Quality assurance root cause
analysis, narrowing degrees of
separation from actual cause
Confidential 21
22. Activity Based QA & RCA
QA and Root Welding Quality Assurance
Cause Analysis KPI’s provide transparency of
issues which support process
of RCA
High level summary
Drill-down by welder
Field reports and qualification
procedure
22
23. Summary
Pemex Refining is in the process of starting year one
of program using the practices and technologies
provided in this presentation
Extensive guidance for the asset management
practitioner is available through the following
resources:
IAM - http://www.theiam.org/
BPM - http://www.bpminstitute.org/
LEAN - http://www.lean.org
Six Sigma - http://www.isixsigma.com
23