埃克森美孚公司PPT(英文).ppt

1,management leadership, commitment & accountability system 1,exxonmobil customer service,2,cs oims systems,3,management leadership, commitment & accountability,introduction managements leadership and commitment + visible to the organization + establishes accountability at all levels scope this section ensures that a stewardship process is in place to measure fleet safety performance versus expectations to + maintain accountability + improve safe operations of the fleet expected results 1) all employees, supervisors and managers actively participate in the implementation and compliance with oims guidelines 2) all oims expectations are met and exposure to risks are minimised,4,1) management leadership, commitment & accountability 2) risk assessment & management 3) truck design & construction 4) process information & documentation 5) personnel & training 6) operations & maintenance 7) management of change 8) third party services 9) incident investigation & analysis 10) community awareness & emergency preparedness 11) operations integrity assessment & improvement 12) personnel safety management,“standardized” worldwide cs oims systems,verify the cs organization is using the cs worldwide common oims systems,5,job description - roles & responsibilities,all cs organization charts, job descriptions & responsibilities, including new positions: fleet driver trainer and lead driver, are in stops to ensure worldwide: + consistency + clarity + transparency verify that the cs organization charts and personnel job descriptions with roles & responsibilities are current and reflect actual work activities. + ensure clarity, understanding and direction + consistency in jobs facilitates cross-learning / sharing of ideas two job description examples attached + fleet supervisor + technical fleet advisor,6,geographic: fleet supervisor,key competencies: thorough knowledge of transport and logistics previous operational experience including she/oims credibility with haulers, materials and refining ability to lead and direct hourly workforce comprehensive knowledge of applicable laws & regulations (dot, osha, epa, hazmat. adr),key accountabilities: - management of hauler/transport contracts; ensure all contractor operations are properly supervised and stewarded. - provide sufficient driver resources to meet csc requirements (for company owned fleets) - ensure that emergency procedures are in place, understood and tested in line with company guidelines - to investigate all incidents of returned loads, customer complaints, spills, crossovers, vehicle accidents, other incidents/near misses and progress remedial and disciplinary action when required - in conjunction with fleet superintendent or fleet operations mngr, develop location specific plans to improve efficiency of operation in line with overall business objectives,role purpose: manage hauler or company owned transport resources achieving cost effective and efficient fleet utilization while ensuring service levels and safety performance are consistently met or exceeded.,key interfaces: refining delivery management group, haulers,key performance indicators (kpis): she/security /quality : vehicle safety, crossovers, spills service : delivery failure rate; customer complaints efficiency : truck utilization, load size unit cost of trucking; term truck working hours (joint stewardship with delivery management) people: driver turnover,7,geographic: technical fleet advisor (where applicable),key competencies: strong knowledge of motor vehicle technical design criteria strong knowledge of dot, sae and osha standards relating to truck operations working knowledge of loading rack technology strong interpersonal skills; able to deal with company, vendor and industry personnel.,key accountabilities: analyze current truck operations to determine gaps with best-in-class. monitor and evaluate new and emerging technologies to help close identified gaps. provide technical assistance, support and advice to fleet trainers on emergency response capabilities. serve as expert consultant to procurement on the development of vehicle design and specifications. analyze transport incidents to determine equipment involvement and develop solutions.,role purpose: to assist fleet operations mngr in achieving a best-in-class safe, productive and cost effective company fleet operation through truck design and new technology. optimize company truck delivery operations with sound truck design and maintenance procedures. drive standardisation to capture economy of scale benefits.,key interfaces: fleet ops manager equipment vendors she advisor industry groups fleet trainer global fleet technical mgr,key performance indicators (kpis): she: vehicle safety, personal safety, security efficiency: truck size vs. vision” truck (meu) participation on industry task forces assessing new technology or pending regulations affecting truck transportation,8,performance indicators provide a management tool to focus operations on producing and striving for flawless operations and world class efficiency + note: global project to evaluate and recommend possible changes currently underway pis include “performance indicators” & “diagnostic indicators” + performance indicators are used for monitoring, tracking and benchmarking + diagnostic indicators help explain changes in performance indicators and help in problem solving pis will provide measures covering + safety & security + efficiency + quality + customer service + controls + personnel pis have been mapped to roles in the model organization there are 52 performance indicators of which 10 are considered key (kpis) + 10 kpis are stewarded by the geographic cs manager to fairfax,performance indicators,9,performance measures (pis mapped to new roles),10,10 kpis stewarded by geographic cs manager to fairfax hq,safety + personal safety index + vehicle safety index + spill index efficiency + term truck contracted working hours + truck cost index (total) + unit cost of csd + admin manpower index customer service / controls / quality + crossover index + run-out rate + open controls recommendations,11,customer service flawless scorecard to steward units performance,12,she policies,environment, safety, security and industrial hygiene policies should be + kept up-to-date with legislation + in line with the latest geographic and company updates policies should be sent to all employees with a written acknowledgement of receipt,13,management (global cs fleet, geographic cs manager and fleet operations manager) provides visible commitment and is actively involved to promote the vision: “nobody gets hurt“. achieving the vision includes: effective oims execution management commitment and leadership for safety & security ensuring a “security is everybodys business” mindset supervisory safety management fundamentals hazard recognition and mitigation workforce participation in job observation and intervention process essential that managers and supervisors at all levels actively demonstrate commitment to the safety policy, accepting and promoting “nobody gets hurt“ through the following concepts: no business objective is so important that it should take precedence over safety outstanding safety performance is consistent with outstanding business performance,commitment to “nobody gets hurt”,14,security is everybodys business,corporate security expectations: long-standing commitment to a safe and secure work environment each business is required to implement appropriate / balanced security measures, leveraging on existing systems new business unit security model places ownership of security within fuels marketing security reporting and stewardship similar to safety global security department maintains expertise and supports fuels marketing security operations risk management intelligence / investigation personnel protection,15,first line supervisor/operation managers,oims requirements apply to all fuels marketing personnel, however primary emphasis is placed on those individuals, through their assigned operational responsibilities that have a higher potential to impact the oims performance of the businesses they support. cs has identified personnel in oims sensitive positions. these personnel must clearly understand their roles/responsibilities as designated in each oims system. additionally, competencies for personnel assigned in these positions should be defined, documented, and verified as appropriate to the job-related potential risk/hazard factors. the oims sensitive positions: bulk fuel delivery drivers first line fleet operational supervisors & managers minimum training and competency requirements defined, section 5.5.0, 5.5.3 in stops it is applicable for haulers and own fleet operations roles /responsibilities for first line fleet operational supervisors & managers are covered in stops 1.5.0,16,global cs oims steering committee,the global cs manager will chair the cs oims steering committee. the committee members: global cs manager geographic cs manager(s) global fleet manager global fleet technical advisor global fleet operation advisor global sh&e advisor fleet & oims/sh&e representatives as needed the committee will review and approve all changes to the oims systems, vsmg and “stops”. global cs oims steering committee ensures corporate expectations and fm gst requirements are covered in cs oims systems. oims system 1 steward must ensure all gst changes are monitored and modifications to cs oims/vsmg/stops are implemented,17,global cs oims steering committee,system owner / administrators. systems ownership will be evaluated for effectiveness system owner (12 cs oims systems) - global cs manager oims system administrators: global fleet manager systems 1 global fleet technical advisor systems 2, 3 & 4 global fleet operation advisor, systems 5, 6, 8, 10, & 12 global sh&e advisor systems 7, 9 & 11 the global cs manager ensures a global cs - oims steering committee process is in place the global cs - oims steering committee will meet at least twice per annum geographic user feedback - provided through geographic she contacts,18,administration,each geography to administer the cs oims systems and will: have an oims steering committee chaired by the geographic cs manager. committee members: geographic cs managers, geographic fleet manager (s), geographic fleet management advisor (s), csc managers and a geographic oims advisors. committee controls all oims system and procedural change requests, upgrades, and improvements and submits to global oims committee for approval. have an oims coordinator who will act as the secretary for the geographic cs oims/she steering committee. monitor the status of all unit action plans (work plans) and steward the results to the global oims committee. focus on effectiveness. risk assessment findings and recommendations internal/external assessments findings and recommendations incident investigation recommendations including security. ipo results and recommendations verification and measurement feedback and continuous improvement recommendations management of change (moc) actions,19,global and each unit will appoint an oims coordinator who will: facilitate the units verification and measurement action plans and stewardship. track risk assessment findings, develop and steward action plans. document and disseminate incident “lessons learned” and steward corrective actions. participate in oims assessments, feedback and continuous improvement sessions. develop systems/procedures change requests and plans for review and approval based on v&m results, user comments /suggestions, ipo results etc. document sh&e and security performance (metrics, high severity incident review, trend, gap analysis) develop minutes of all cs oims steering committee meetings track log status of : oims waiver log, higher risk route log, high severity incident review,administration,20,annual work plan,work plans should be developed at appropriate levels in fuels marketing to manage oims improvement items (cs oims 2.2.6) work plans ensure: oims work/action items have been identified responsible parties have been identified for each action item relative importance/priority for items on plans are assigned progress is tracked on a regular basis updates and corrections are made as necessary work plans should be updated periodically and reviewed at least annually with appropriate management. all non-completed items at year-end are carried over to the next years work plan. these items should be identified as “carry-overs“,example global cs oism work plan list,21,feedback/continuous improvement,to achieve level 4 requires a formal oims system and procedures feedback and continuous improvement loop. unit oims administrators summarize and submit recommended changes and improvements to the geography. geographic oims advisor and oims steering committee evaluate recommended changes/feedback and ask the following typical questions: is the system still required to meet oims guidelines and expectations? can the system be combined with another system, shortened, or simplified to achieve the same results? are the systems scope and expected results still valid? are the system objectives and corresponding v&m adequate? are system procedures and responsibilities current and accurate? based on the above evaluation, the geographic cs oims steering committee will recommended system improvements and submit them to the global oims committee for consideration.,22,vsmg/stops deviations vs changes,changes to vsmg/stops changes to stops or vsmg are requested when units believe they have a better or new best practice to the ones currently provided in the stops or vsmg manuals. stops and vsmg changes are requested in the same manner as any other change in customer service. the change originator will complete a change request (cr) form and submit it to his supervisor for action following the procedures in section in stops,deviations from stops or vsmg requirements it is recognized that law or some other special circumstances may prohibit some operations from fully incorporating/adopting stops or vsmg requirements. therefore, it is essential to have a review and waiver process for units that identify requirements they can not comply with. when stops or vsmg requirements are provided to the units, they should conduct a gap analysis to determine whether they can comply with the requirement and to identify the reason for not being able to comply. the gap analysis should include: legal reviews job safety analysis or risk/hazard assessment incident prevention observations equipment/facility compatibility if requirement cannot be met, the procedures in section should be followed,23,vsmg / stops waiver process flow chart,global,24,safety & performance recognition programs,global cs sh&e programs + includes other programs and sh&e activities in stops + safety in flash program + plan to arrive alive + topic calendar hauler program - (hauler of the year) + country specific / geographic / worldwide + awards provided to winners + ability for haulers to demonstrate their success in company newsletters and industry publications. driver program - (roadeo competition / driver of the year) + country / geographic / international + annual / bi-annual events million miler club + recognition for drivers reaching 1 million miles without an incident + awards include a jacket advertising achievement driver safety league performance tables + fleet based performance + data can be linked to annual reward / appraisal programs exxonmobil management conducting incident prevention observations + demonstrated management commitment,25,objectives + clarify standards by using a single hauler assessment tool. + motivate drivers to allow haulers to achieve world class standards. + provide an incentive for all exxonmobils bulk fuels haulers principles + consistency - same hauler assessment tool used by all countries worldwide - questions phrased for simple “yes / no” answers - all vsmg / oims questions scored equally - emphasis on key performance indicators (kpis) to stress day-to-day performance of haulers + transparency