Current aspects of integrated management system certification for oil and gas holdings

2020 ◽  
Vol 2 ◽  
pp. 43-47
Author(s):  
Ilya Livshitz
Keyword(s):  
Management System ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Management System

scholarly journals Quality Management Systems That Serve the Subsea Oil & Gas Industries:

2016 ◽  
Vol 1 (3) ◽  
Author(s):  
Vincent O'Donnell
Keyword(s):  
Quality Management ◽  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Quality Management System ◽  
Integrated Management ◽  
Iso 9001 ◽  
Management Systems ◽  
Quality Management Systems ◽  
Integrated Management System

This research project was to investigate the motives for gaining an ISO 9001 certified quality management system in companies that serve the subsea sector of the oil and gas industries: is certification a strategic business tool or just a marketing badge? A literature review revealed that if implemented rigorously, ISO 9001 could deliver increased efficiency and improved business processes. Many authors stated that certification was gained principally to allow trading in the European and global markets, and, to gain entry to the Approved Vendors List of prospective customers. Primary research consisting of interviews with approximately 55 professionals across 12organisationsindicated that a majority agreed, stating that certification was gained for marketing purposes or to satisfy customer requirements. However many went on to say that their companies had subsequently realized the full benefits of ISO 9001. Therefore the motives for certification could be aligned. Secondary research also revealed that a number of firms operated an integrated management system. Findings of this project point to two conclusions. First, if ISO 9001 is implemented rigorously enough, companies can realize its benefits despite alternative reasons for gaining certification. Second, both motives for gaining certification can be aligned. This is a significant that is absent in the literature. All of the companies operating in this industry that were researched in this study had an ISO 9001 certified QMS. Because of the absence of publications on the use of ISO 9001 in the subsea sector of the oil and gas industries, further research into the possible alignment of the motives investigated in this project is warranted, and recommended. Additional areas for further research include integrated management systems rather than ISO 9001 quality management systems and limiting the scope of analysis to a current single subsea project, such as the Gorgon Project (Hatch 2013).

Creating a resilient management system delivering a flexible foundation for growth in an energy organisation

2017 ◽  
Vol 57 (2) ◽  
pp. 393
Author(s):  
Sunny Barlow
Keyword(s):  
Management System ◽  
Business Processes ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Control ◽  
Management Systems ◽  
Management Approach ◽  
Strategic Objectives ◽  
Integrated Management System ◽  
Industry Standards

Many organisations find it challenging to effectively integrate separate internal management systems and processes into one cohesive framework that supports organisational strategy. A management system is a framework of policies, processes and procedures developed to ensure an organisation can complete the tasks necessary to achieve its strategic objectives. International and industry standards typically take a functional view of management systems, often resulting in silos of information. In addition, inefficient and isolated safety, environmental, process safety, risk, compliance and quality management systems cost time and money, and can increase the likelihood of safety incidents in critical development and production environments. To support Woodside’s vision to be a global leader in upstream oil and gas, Woodside needed to establish a common approach to how it operates, wherever the location, and develop a strong foundation to support its strategic objectives. Woodside recently undertook an internally led company-wide project to renew its Woodside Management System (WMS) to improve integration between disparate functionally based management systems and capture the way we work more effectively. As part of the project, Woodside took the opportunity to redesign its WMS framework and streamline its processes and procedures by simplifying and removing duplicate or redundant existing information. Through the project, Woodside developed a single integrated management system that is independent of organisational structure and closely linked to our vision. The integrated control framework created within the WMS supports conformance to process and forms the foundation of assurance activities across the entire company. The WMS integrates a hierarchy of business processes, focused upon value stream activities, and clearly defines operational processes and activities. This paper discusses the objectives and outcomes of the project, some challenges during implementation and the change management approach to develop the culture and behaviours to drive continuous improvement and unlock the benefits of an integrated management system.

How to create competitive advantage in the challenging oil and gas market with the implementation of an integrated management system

2020 ◽  
Vol 20 (2020) ◽  
pp. 472-473
Author(s):  
Leandro Diniz Brandão Rocha ◽  
Consuelo Campello Cortes ◽  
Carlos Alberto Stopiglia Guedes ◽  
Sonia Raquel Torres Costa
Keyword(s):  
Competitive Advantage ◽  
Management System ◽  
Oil And Gas ◽  
Integrated Management ◽  
Integrated Management System ◽  
Gas Market

Energy Management of Electromechanical Systems on the Board of a Ship

2020 ◽  
Vol 26 (3) ◽  
pp. 14-19
Author(s):  
Laurențiu Bogdan Asalomia ◽  
Gheorghe Samoilescu
Keyword(s):  
Energy Management ◽  
Management System ◽  
Integrated Management ◽  
Integrated Management System ◽  
Management Actions ◽  
Energy Flows ◽  
Reduce Emissions ◽  
Technical Solutions ◽  
Productive Time

AbstractThe paper analyzes, starting from the Integrated Management System, the role of automation, the role of the officer and the role of the Energy Management System on board the ship. The implementation of an EnMS establishes the structure and discipline of identifying energy flows, implementing management actions and, finally, applying technical solutions, which significantly reduce energy costs, reduce non-productive time in production, and reduce emissions. of Greenhouse Gases in the environment. The steps to be highlighted in the realization of energy management are analyzed.

New approaches to improving enterprise management systems using international models and standards in a digital transformation environment

2020 ◽  
pp. 24-29
Author(s):  
V.V. Silaeva ◽  
◽  
V.P. Semenov ◽  
Keyword(s):  
Management System ◽  
Integrated Management ◽  
Digital Transformation ◽  
International Standards ◽  
System Model ◽  
Management Systems ◽  
Enterprise Management ◽  
Integrated Management System ◽  
New Approaches ◽  
Iso 31000

The relevance of creating integrated management systems for enterprises in a digital transformation environment is proved. New approaches to improving the management system in accordance with the new European excellence model (EFQM 2020) and international standards for achieving sustainable success and risk management are described. Approach to the development of integrated management system model based on the new EFQM 2020 model and international standards such as ISO 9004:2018 and ISO 31000:2018 is offered.

Implementation of an integrated management system in an airline: a case study

2010 ◽  
Vol 22 (6) ◽  
pp. 629-647 ◽  
Author(s):  
Palmira López‐Fresno
Keyword(s):  
Management System ◽  
Customer Orientation ◽  
Integrated Management ◽  
Direct Analysis ◽  
Internal Communication ◽  
Content Type ◽  
Integrated Management System ◽  
Use Of Resources ◽  
Industry Sectors

PurposeThis paper presents, through the analysis of a case study, a model based on a systemic approach that proved successful for the design and implementation of an integrated management system (IMS) in an airline, and provides guidelines and practical recommendations that may be of use to other sectors of activity when designing and implementing an IMS.Design/methodology/approachData for this paper were collected through direct analysis and implication in the process of implementation of the IMS. Also a literature review was conducted.FindingsTangible and intangible benefits were identified as derived from operating one IMS, such as cost savings, better use of resources, improved internal communication, stronger customer orientation and employee motivation. For these benefits to be realised it is essential to take into account several critical factors and be aware of the challenges accompanying integration of management systems, as detailed in the paper.Practical implicationsThis paper provides guidelines and recommendations for organisations seeking to implement and integrate several standards, being general or sectoral, particularly if they operate in highly complex industry sectors.Originality/valueThis paper incorporates the integration of sectoral standards, which the literature has not covered very widely. The research has wider value through transferable applications and experiences for other industry sectors.

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