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— —

The purpose of the SH&E


management system is to
protect the assets of the
company.

How do we know if the


system is working to
achieve this purpose?
 c 
     
— —

e use performance standards


or Metrics to measure the
achievements, to identify the
deficiencies and to evaluate
the effectiveness of the SH&E
Management System.

 c 
     
— —
@ TEGORIES OF PERFORM @E ST  RS:

u Financial ± Shareholder perspective and


investment in resources
u @ustomer ± @ustomer experience/ perceptions
u Business Process ± Key processes to meet
and/or exceed customer/shareholder
requirements.
u Learning and Growth ± How is change and
continuous improvement encouraged

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METROLOGY IS THE
S@IE@E OF LOGI@ L
ME SUREMET, HI@H IS
VIT L TO @OTROLLIG
PRO@ESSES  PROU@TS
TH T @  IMP @T THE SH&E
SYSTEM.

 c 
     

   

 T @OLLE@TIO IS
@RITI@ L P RT OF METROLOGY.
THERE RE 3 B SI@ TYPES OF
 T TH T @  BE @OLLE@TE
  LYZE:

1. TTRIBUTE  T
. V RI BLE  T
3. LO@ TIO L  T

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TTRIBUTE  T

u lso known as counted data.


u nswers questions of ³how many´
or ³ how often´.
u For example, how many accidents,
how many stop work orders.
u @ommonly used with Lagging
indicators.

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V RI BLE  T

u nswers questions like ³how


long´, ³what level or volume´ or ³
how much time´ or ³how far´.
u Measuring devices are often used
to collect this type of data.
u This data is higher in quality, more
precise and contains more
information.
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LO@ TIO L  T
u Simply answers the question
³where´.
u ³measles´ chart can be used to
plot multiple or repeat locations.
u This data can be used to identify
factors that are associated with a
location. For example, weather
conditions with outside
environments.

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 T M  GEMET
u Identify types of data to be
collected and media (manual vs.
electronic).
u etermine how the data can be
used to create information.
u etermine if the data needs to be
³upgraded´ to create information.
u Identify the customers who will
use the information.

 c 
     

   

 T M  GEMET
u Identify methods required to
search and access the data after
collection or it will be abandoned.

u Establish protocols or standards


for managing the data: use,
maintenance, handling, access,
preservation, retention and
disposal.
 c 
     

   

 T I THE R  FORM IS
ME IGLESS  REQUIRES
M IPUL TIO. THIS M Y I@LUE:

@ L@UL TIG SORTIG


@ TEGORIZIG TESTIG
SUMM RIZIG  LYZIG

TO TR SFORM  T ITO
IFORM TIO
 c 
     

   

 c 
     

   

IFORM TIO
u The result of manipulating data.
u Has meaning within the
organization
u Is based upon the interpretation
of the user of the information.
u The user may choose to store,
share, or ignore the information.

 c 
     

   

KOLEGE has  forms;


T @IT and EXPLI@IT.

u Tacit Knowledge consists of


difficult to articulate ³know how´
or expertise that is part of the
individual or organization. This is
our ³expert´ knowledge.

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u Explicit knowledge is recorded
or codified information that
makes up our procedure,
standards and other documents.

The Knowledge Management


effort usually focuses on trying
to convert Tacit to Explicit
knowledge without losing value
or meaning.

 c 
     

   
ISOM is developed from the
collective database of:
u Knowledge and Experience,
u Value systems, and
u Expert insights of the individual or
the organization.

isdom can provide the capability to


use and apply knowledge gained
for informed decision making.

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  


@ommon metrics focus on


traditional loss or accident
statistics. These are known as
Lagging Indicators.

Examples include: Fatalities


Loss Time ccidents / Incidents
Medical and First id cases
Return to ork, Frequency and
Severity rates, etc.
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  


Lagging Indicators focus on


³after the event´ or ³end of
the pipe´ measurements
that provide a limited
picture of the overall
performance of the
company. These metrics
focus on historical failure.
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  


Key Performance Indicators


(KPI¶s) focus on the
achievements of the company as
well as on the opportunities for
improvement. These metrics
should measure performance
throughout the company

PL  ± O ± @HE@K - @T

 c 
     
  

PL  to establish strategic and
tactical goals (Financial, @ustomer).
O establish performance
measurement standards to reach these
goals (Business Process).
@HE@K for achievements and
opportunities for improvement (KPI¶s).
@T upon the analysis or evaluation
of the data and information collected
(Learning and Growth).

 c 
     
   

THE @OST OF POOR S FETY
The cost of OT OIG S FETY
needs to be measured
assessed and analyzed.

The most common method for


measuring ³Poor Safety´ is the
IL@I Iceberg Model. This model
focuses on costs associated
with losses that have occurred.
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   

THE @OST OF S FETY metrics
should include costs for ³oing´
and ³ot oing´ to determine
effectiveness. This costs are
categorized by:
uPrevention (oing)
u ppraisal (oing
uFailure ± Internal (ot oing)
uFailure ± External (ot oing
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   

THE @OST OF RESOUR@ES

V People
V Time
V Money
V Equipment/Tools
V Facility/Location
upgrades
V Training
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   

BUSIESS PRO@ESSES
Benchmark current standards,
methods, practices, procedures and
corporate requirements with the
best practices of the industry or
market leaders.
Involve other areas of the company
in this process to create ³buy in´.

 c 
     
   

VOI@E OF THE @USTOMER
efine who are your customers ±
employees, contractors, regulators,
the public, shareholders, etc.
Use independent and structured
tools, such as perception surveys,
management system audits, 360
feedback, and evaluation processes
for contractors .

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   


PL  Strategic goals ± 1 to 5 yrs


Tactical goals ± 3 to 1 months.
O ssess Performance standards
Quarterly to nnually.
@HE@K Periodic achievements and
opportunities for improvement
aily to Monthly
@T nalyze or evaluate the data and
information collected
Monthly to nnually.
 c 
     
  

@OE #
ES@RIPTIO
GEER L EHS ISPE@TIOS: Facility 1 ± Manufacturing reas



G1

G —

G3  —  —  

G4 
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G5   — 

G6  —

G7
 —

G8 —   — 

G9 —
  

G10  —

 c 
     

 —   —

Visualize the outcome of your metrics


by asking:
 How should we appear to our
stakeholders (Financial)?
 How should we appear to our
customers (@ustomers)?
 hat business processes must we
excel at (Business Processes)?
 How will we sustain our ability to
change and improve (Learning &
Growth)?

 c 
     
 
—
u Focus on activities & resources
that affect profitability but may
be hidden.
u Encourage participation and
timely corrective actions
through a regular review
process;
u Evaluate the consistency of
organizational alignment,
internally and externally.

 c 
     
QUESTIOS ?
j 
  
 
 

 c