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| 01.PR004 Monthly Management Meetings |
1.1 Process New Suggestions
Review new emails sent to continuous-improvement@metrongroup.co.uk and any suggestions added to the suggestions box since the last meeting. The content should be assessed and, if applicable, added to the Operational Improvement Opportunities Register.
Any suggestions related to terminology used by Metron are noted for discussion at the management meeting by the QA Manager.
Where suggestions do not constitute genuine improvement opportunities (e.g. non-conformances or helpdesk requests). The originator should be informed and asked to action accordingly.
Once processed, the email should be moved to the archive folder in the mailbox. |
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1.2 Assess New Entries
All new entries to the Operational Improvement Opportunities register should have the level of effort to implement and the impact of implementation on the business KPI's assessed and recorded in the register. |
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1.3 Prepare Draft Operational Improvement Project Overview Document
A Draft Operational Improvement Project Overview Document should be prepared for discussion at the meeting.
Individual project sheets should be updated by the relevant project managers and sent to the Engineering Director for collation prior to the meeting. |
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1.4 Collate Manager KPI Assessments
Gather KPI assessments from each member of the management team. This should be in accordance with the 16 KPIs and corresponding scoring defined in the Operational Improvement Opportunity Register.
Scores should be requested and returned by email from/to the Engineering Director and then tabulated by the Engineering Director prior to the meeting. |
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2.1 Discuss KPI Scores
Review the tabulated KPI scores received from each manager received, prior to the meeting.
Each KPI should be reviewed and discussed before a final score being agreed. If consensus cannot be achieved, the final decision will be made by the Managing Director. |
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2.2 Add Scores to Register
Final scores should be added to the priority weighting section of the Operational Improvement Opportunity Register |
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3.1 Review Operational Improvement Project Progress
Review draft Operational Improvement Overview Document. Each project should be presented by the associated project manager.
Any issues and/or discrepancies should be discussed and corresponding amendments to plans agreed.
Any amendments required to the Draft Operational Improvement Project Overview Document should be made during the meeting. |
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5.1 Review Priority Improvements
Review updated Operational Improvement Opportunity Register and re-order based on new priorities. |
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5.2 Improvement Project Selection
Agree improvement projects to be implemented over the next three months with overall time scales.
Suitability of existing projects should be included within the review and consideration should be given to suspending those that no longer contribute towards current KPI priorities.
The Operational Improvement Opportunity Register should be updated to reflect the agreed schedule of projects. |
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6.2 Present Operational Improvement Overview Document
The finalized Operational Improvement Overview Document should be presented to the wider business at the next communication meeting. |
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| 05.PR026 Failed Product & Control of non-conforming outputs |
1.3 Communication made to Metron staff that a non-conforming product has been found (i.e. a Metron provided product has failed).
Details of non-conformance to be communicated to defined parties and details of steps to be taken moving forward. |
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3.1 Upon completion of actions, organise a review meeting
Review results of analysis. Decide course of any follow up actions.
Decide upon communication with client.
Decide if alternative / replacement product is to be offered or alternative personnel sent out to fulfill re-do the scope of work.
Reviews of previously provided reports may be required.
A revised PDP may be required. Consult with the Engineering Director to determine course of action.
Ensure that any corrections are verified, such as inspection or the part or assessing its performance. Seek assistance of QA Manger
If any concessions are required, consult with the Engineering Director.
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4.1 Feedback to client
The agreed outputs from the review meeting, should be fed back to client.
Discuss any concerns.
Ensure the correct communication channels are followed.
Check PDP and / or contract to determine the correct process / agreed methodology.
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4.2 Complete non-conformance process
As per non-conformance process
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| 07.PR002 Purchasing - Materials, Equipment or Services |
1.3 Purchase Requisition
Complete a purchase requisition.
Ensure there is sufficient information provided to external supplier. Examples include:
-Any requirements for approval of the product, equipment or service.
-Any quality management system requirements such as certificates of conformity, witnessing of tests or inspection records required, including any requirement to use calibrated equipment.
-How the two parties will communicate during the procurement process
-Scope of work, part no's & descriptions as necessary
-Details of any attached drawings or approved technical information, including it's revision.
-Any substances that need to be managed under COSHH legislation
-Any specific competency requirements
-If performance monitoring will be used, then it will be detailed in the Purchase order
-Any specific logisitical requirements, including unloading at Metrons' site.
-Commercial details (price, required delivery etc).
Also, make sure that the supplier part number is used as opposed to client provided numbers as these may be outdated.
Consult Engineering Director, if required. |
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1.4 Approval
Obtain the necessary approvals as identified by the limits of authority document.
The approver should also ensure that the technical information provided to external suppliers is sufficient.
Seek assistance of Engineering Director, if required. |
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1.7 Purchase Order
If this is a New Supplier, refer to New Supplirt Set Up process.
Create purchase order in the company accounts package and send to the selected supplier.
Once known, note the expected delivery date/order tracking on the relevant section of the purchase order, on the accounts package.
A hard copy of the purchase order should be placed in the purchase orders tray. The order may be urgent and there may not be time to evaluate a new supplier. The urgency may come from an operational requirement. In this case, the Engineering Director must ensure that they counter sign the approval purchase requisition and the risk understood. Depending on the order amount (£), the Engineering Director may consult with the Business Services Director. |
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| 11.PR002 Competence Management |
1.1 Define New Competence Units
New competence units are defined and added to the Competence Management Standard.
Each unit definition should include the following components:
Elements - the specific components of the competency unit, defining what the employee must know or must be able to do. They relate to specific outcomes that can be demonstrated and assessed.
Mandatory Training - any specific training elements that must be completed before the employee can be assessed as competent for the competence unit.
External Certification - any external certification that can be accepted as evidence of competence in lieu of internal assessment.
Pre-requisite Competencies - any other units of competency that the employee must have been assessed as competent in, before they can be assessed for the unit.
Changes to the Competence Management Standard are managed through the IMS Change Management Process |
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1.2 Modify Competence Units
Where a need to modify an existing competence unit definition is identified, it should be managed through the IMS Change Management process.
The change management process must consider the implications on those employees currently assessed to be competent and the need to re-assess them against the new standard.
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2.4 Complete and Submit Assessment Form
If the assessor agrees that the candidate is competent the relevant form should be extracted from the Competence Management Standard, completed by the assessor and passed to the LMS Coordinator.
An email should be to sent the following individuals informing them of the candidate's successful assessment:
Candidate
Line Manager
Operations Manager
Engineering Director |
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3.1 Carry Out Assessment
Review the content of the competence unit definition with the candidate and any evidence that can be used to support the assessment.
The following can all be used as evidence of competency:
Observation - direct observation of the candidate carry out work
Simulation - observation of the candidate working in a simulated scenario (where direct observation is not possible)
Verbal Questioning - verbally query the candidate knowledge
Written Questioning - completion of written/online test
Inferred - where direct evidence is not available but competence can be inferred through other evidence (i.e. they could not have achieved X if they could not do Y)
Physical Evidence - review of calculations, reports, qualifications etc
Witness Statements - statements from credible third parties that the candidate is competent (client's, previous employer's etc)
To be assessed as competent to a senior level, the candidate should, in addition to the general competence requirements, have sufficient extended knowledge and experience to be able to:
- Approve work carried out by other employees
- Assess other employees as competent to the general level
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3.2 Complete and Submit Assessment Form
If the Engineering Director agrees that the candidate is competent the relevant form should be extracted from the Competence Management Standard, completed by the assessor and passed to the LMS Coordinator.
An email should be sent the following individuals informing them of the candidate's successful assessment:
Candidate
Line Manager
Operations Manager
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3.4 Provide Feedback
If the candidate is not assessed as competent, the Engineering Director should send an email to the candidate detailing the specific areas where they have fallen short of the required standard along with recommended actions that can be taken to address the short comings. |
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| 13.PR016 New Subcontractor and Key Supplier Evaluation |
1.2
The Sub-contractors and Suppliers form is not a prerequisite for urgent orders. Any orders deemed urgent are to be discussed with senior management. Authority to proceed will only be granted after back ground checks and appropriate due diligence checks have been completed. In this instance the purchase requisition should be authorised by senior management. |
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1.5 Review
The completed questionnaire and supporting documentation received from the new sub-contractor/supplier is then to be reviewed by QHSE, Finance managers, legal/contracts assessor and CEO
Once each departmental review has taken place and if approved Form 13.DC010 is to be updated and signed by the relevant management representative.
Sub-contractors and key suppliers will be subject to a pre-qualification check of their safety performance by review of their safety programs, safety training documents and safety statistics. The following information will also be a consideration for approval
ISO 9001, ISO 14001, ISO 45001 or OHSAS certification
Visit feedback from any management visits
QHSE performance
Results from any QHSE audits
When reviewing all new sub-contractors and supplier questionnaires, the relevant Manager in addition to the information provided within the relevant questionnaire, should be also be considering the following:
Are there any legal implications of using the supplier (international trade restrictions etc.)?
Are there any HSE reasons for not using the supplier?
Does the Sub-contractor/supplier hold the required insurances?
Does the supplier's credit rating etc. present an acceptable level of risk?
Are there any ethical reasons for not using the supplier?
Are there any HSE reasons for not using the supplier?
If deemed necessary, the Finance manager is to check over the companies accounts with Companies House. |
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| 14.PR038 Environmental aspects and impacts procedure |
1.6 Carry out significance assessment
Assess the significance of the aspect following the Environmental Aspects and Impacts Register scoring system. |
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| 15.PR003 Communication Meeting |
1.1 Schedule Meeting
The meeting schedule and standard agenda is developed on an annual basis by the Managing Director and agreed at the annual management review meeting.
Additional meetings may be schedules to suit business needs. |
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1.2 Prepare and Collate Presentation Sections
Each Director prepares their section of the presentation and submits to the Managing Director for collation 2 days prior to the meeting.
Managing Director to collate individual sections. |
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1.3 Conduct Meeting
Conduct Meeting in accordance with the agenda.
Record any points raised requiring further discussion, information or action as meeting minutes and distribute to all directors. |
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| 52.PR004 MOUK Collecting Adhoc Data |
1.6 Inform MOUK of mobilising engineer & vantage number
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1.7 Inform MOUK if it is Engineer's first visit to Asset
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3.8 Approve workscope
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3.9 Issue workscope to MOUK
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4.9 Provide written daily reporting to MOUK
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5.5 Issue site report
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6.4 Review report
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6.5 Approve report
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6.6 Issue report
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6.7 Update Exceptions Tracker
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6.8 Meet with MOUK's onshore representative to discuss findings and actions
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| 52.PR005 MOUK Collecting Routine VibXpert Data |
1.6 Inform MOUK of mobilising engineer & vantage number
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1.7 Inform MOUK if it is Engineer's first visit to Asset
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3.1 Identify priorities for visit
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3.9 Approve workscope
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3.10 Issue workscope to MOUK
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4.9 Provide written daily reporting to MOUK
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5.5 Issue site report
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6.4 Review CM report
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6.5 Approve CM report
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6.6 Issue CM report
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6.7 Update Exceptions Tracker
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6.8 Meet with MOUK's onshore representative to discuss findings and actions
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| 52.PR006 MOUK Managing CM Programme Delivery |
1.1 Identify Equipment criticality
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1.2 Identify failure mechanisms
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2.1 Identify any existing monitoring
This can include online monitoring |
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2.2 Identify appropriate CM techniques
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2.3 Identify parameters to be measured
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2.4 Identify appropriate CM frequencies
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2.5 Identify cost of CM implementation
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2.6 Identify measurement locations
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3.1 Measure baseline level
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3.2 Set initial Alarm/Danger levels
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4.6 Take measurements to confirm problem is resolved
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5.2 Carry out RCA if required
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5.3 Refine Alarm/Danger setpoints based upon historical data
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5.4 Measure success of CM programme
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| 56.PR005 CNR emergency response |
2.1 Notify higher management
Notify higher management and discuss approach in notifying next of kin.
Do not discuss with outside sources (e.g. media, etc).
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2.2 Notify next of kin
Details for next of kin can be found in ERP, under human resources or personnel files. This information is only visible to management.
Notify next of kin with information received. If required, discuss update schedule from the client and offer support as required. Ensure contact details are given for Metron and that the next of kin is aware of lines of the official communication and who to speak to about the situation.
Ensure it is clear not to discuss the situation with outside sources (e.g. media, etc.).
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2.3 Make arrangements as necessary
Make arrangements as necessary
Make arrangements as required (e.g. hospital, family, etc.).
Ensure these are communicated to the response staff listed.
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2.4 Await update from client and communicate
Communicate any updates from the client to all relevant parties. Ensure all details are recorded in writing.
Return to 1.3 to update next of kin as necessary. Continue to update as required by the situation.
If no further updates are required from the client and the need for emergency response is finished, proceed to 2.5.
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2.5 Document details of situation
Document details of situation
Document details of the situation, including a timeline of events and all actions taken.
Review with management team and discuss best place for this to be saved. Save, once agreed.
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