|
() |
|
| 00.PR001 Core Process |
1.5 PLANNING
Project team to review accepted bid handover document and / or additional information provided and discuss with Account Manager. |
|
| |
1.6 PROJECT DELIVERY
Once authorisation has been given for work on a project to commence, it is moved into the project delivery stage. Here, a cycle based on the principle of 'Plan-Do-Check-Act' is followed until project completion. |
|
| |
1.7 INVOICED & CLOSING OUT
Once a project has been invoiced, we collate all pertinent information from completed projects to allow Metron to analyze, evaluate and communicate the results. |
|
| 01.PR002 Quarterly Management Meetings |
5.1 Project Performance
Review the latest Operations Project Tracker |
|
| |
5.2 Resources
Review current resource levels and future requirements based on forecast sales. |
|
| 04.PR003 Completing FPAL Performance Review |
1.6 Log FPAL meeting date
Complete FPAL meeting date field in feedback tab of the selected opportunity in ERP |
|
| |
3.6 Submit Report 1 and Report 3 forms to client
|
|
| |
4.1 Discuss and compile informaiton on the job in preparation for the meeting
Prepare the necessary information for the meeting. This should include as a minimum:
1. A copy of the PDP - remember this is a confidential Metron document and should not necessarily be shared with the client.
2. A list of those involved with the project
3. A list of any specific issues caused by the client or Metron during the works (discuss with Ops Co or Manager)
4. A review of commercial success of project - was it on budget.
5. Was project delivered on time?
6. A list of any feedback or anecdotal evidence on success or otherwise of delivery.7. Any VOR's. |
|
| |
7.3 Submit forms to FPAL
|
|
| 04.PR005 Qualification |
1.1 Qualify Lead
The input to this process is 00.PR001 Core Process
Ascertain the below information. If further technical information is required, create a task for Sales - Non Sales Resource in ERP and notify the Operations Manager this has been done.
Tasks will then be allocated to the relevant engineer by the Operations Manager. Upon completion of tasks the engineer must log a note on the Opportunity and save any information collated in the relevant project folder on the operations drive.
Update the Internal Notes tab on ERP with the following information, including headings:
A. Problem: Identify the issue e.g. Protection system does not operate correctly.
B. Functional Requirements: List what the product or service must achieve
C. Specific Requirements:
Sales Photos
Case Study
Invoice Review
Witness FAT
Branding Requirements
Packaging Requirements
List any requirements over and above those to meet the functional requirements e.g. witness FAT, specific client standards (Shell DEPs etc), specific component manufacturer required, specific colour etc.
D. Additional Comments: List any further relevant information not already identified about the product/service
E. External Deliverables: List of clearly defined item/objectives and date. It can reference specific elements of the functional or specific requirements or may just be the date for completion of the entire scope e.g. delivery to client of completed product
F. Internal Deliverables: List any internal deliverables that may be required e.g. video of operating unit for marketing purposes etc
G. Stakeholders & Interface Controls:
List all stakeholders in the project. This should include:
Name
Job title
Project role e.g. contract sponsor, buyer etc
Interface requirements e.g. discuss all logistics and PO related enquiries only, no contact without KAM approval
Note: Stakeholder should consider any interested party in the opportunity i.e. "person or organisation that can affect, be affected by, or perceive itself to be affected by a decision or activity" related to the opportunity/project.
H. Related Projects: List any related projects that may be useful for the operations team to be aware of.
|
|
| 04.PR006 Bid Preparation |
1.1 Prepare Estimate and Proposal
The input to this process is 00.PR001 Core Process
If this is a revised proposal, the proposal document should receive a revision number.
A comprehensive list of parts, and previous quote information, alongside client rates, are stored on the Sales module on ERP under Products by Category. Please refer to this when preparing quotations.
Complete CTR and proposal documents located in working folder on the BD drive, if required.
Delete any unused templates stored in working folder
Complete budget tab in ERP.
Create CTR tab on ERP.
If any changes have been observed, update the Next Action and Expected Closing dates with the date of expected mobilisation, if applicable, or start date for commencement of the project, and expected delivery deadline.
Log a note under the Next Action date to state whether this is a confirmed or unconfirmed date.
Upload any completed CTR and proposal documents to the opportunity on the Sales Management site on share.
Any new quotes from suppliers should be forwarded to the Business Services Manager for addition to the products list on ERP. Resource requirements and availability should be discussed with the Ops Manager and Ops Coordinator prior to submission.
Detailed guidance on correct completion of the estimate is included with the proposal template.
|
|
| 04.PR007 Awaiting Award |
1.5 Move to Planning & Inform Operations
Move the opportunity to the planning stage in ERP.
Confirm receipt of PO to client.
Notify Operations via email to Operations@Metrongroup.co.uk
|
|
| 04.PR008 Invoicing and Closing Out |
1.1 Check and update systems
- Check all project documentation is complete, as per the PDP
- Check Share to ensure all issued documents have been uploaded to the project site
- Check document register to ensure there are no documents left in draft for the project
- Check any mobilisations in ERP to ensure dates are correct - check against offshore timesheets if unsure
- Check all tasks are completed in the project and move the project to closed. Any remaining tasks must be completed before the project can be close out.
- If equipment was sent offshore, ensure all mobilisation records have been uploaded to the system, the asset register is up to date and all equipment has been returned.
- If any deliveries were made for the project, ensure all delivery notes and photos have been uploaded to the system |
|
| |
1.3 Project team feedback
Record any formal or informal feedback from the project team. Log a summary as a note against the opportunity. If there are any key points for concern, discuss with the Operations manager. |
|
| |
1.4 Client Feedback
Record any formal or informal client feedback received and/or requested on the client feedback tab of the opportunity on ERP. |
|
| |
1.5 Evaluate and communicate project Costings
Assess project budget vs actual spend and collate engineering man hours against each project for evaluation and discuss with the operations manager upon completion. |
|
| |
1.6 Review Project
Review the conclusions from the project and record any pertinent information. Complete the close out tab on the opportunity tab of ERP. |
|
| 04.PR009 Feedback from Client |
1.1 Identify method of feedback
I/P from
04.PR005 Qualification
04.PR006 Bid Preparation
04.PR007 Awaiting Award
04.PR008 Invoicing and Closing Out
Identify how feedback should be obtained from client. FPAL shall be the preferred method.If completing FPAL review, go to Completing FPAL Performance Review Process Feedback can be sought by a number of means. FPAL performance reviews are the preferred method.Clients do not need to be Achilles FPAL registered to perform an FPAL perforamance feedback reviewFeedback requests to clients of any kind should always be discussed prior to issue of any forms/paperwork
If feedback is provided by clients without request and they do not wish to use FPAL, the process should be followed as if the client had been requested for feedback. |
|
| |
3.1 Prepare feedback request
Prepare a list of the questions for the client and determine a scoring mechanism if appropriate.
Use the FPAL Report 1 and Report 3 to provide an indication of typical questions |
|
| |
3.2 Agree questions and any scoring with the client
|
|
| |
4.1 Undertake review and scoring with client
|
|
| |
5.3 Log the results
Log the results in the Feedback/Action Description field, including any comments. |
|
| |
6.1 Complete NC/IO if necessary
If there were any negative or areas for improvement, an NC/IO should be completed. Add a note stating the NC/IO number if one is raised |
|
| |
6.2 Communicate outcome of NC/IO to client
The NC/IO outcome should be completed.
If, following review of the NC/IO, it is going to take more than 2 weeks to complete, the fact that we are putting NC/IO in process and expected completion (if known) should be communicated to the client. The final outcome should also be communicated to the client. |
|
| 04.PR010 Sales Oversight |
1.2 Daily review of deadline dates
Once all dates are added, view all active opportunities using the Gantt view on ERP > Group by stage
This will show you all opportunities at various stages of the sales process.
Consider the following:
1. Are any opportunities due imminently but are sitting in Lead New; Qualification; Bid Preparation?
2. Are any opportunities sitting in Awaiting award which have imminent deadlines?
3. Are all opportunities in Planning & Project Delivery on track?
Discuss any issues with the relevant person and ensure they update immediately.
|
|
| |
1.5 Weekly review project delivery schedules
Check with the Operations Manager to ensure all projects in Planning & Project Delivery stages are on track for delivery.
Discuss the upcoming pipeline to allow operations to allocate resources accordingly. Any resourcing issues to be discussed with the relevant Key Account Managers and/or Business Development Director to resolve.
|
|
| 05.PR001 Project Delivery |
1.2 Raise issues
If any issues arise during the project, the Project Manager is responsible for ensuring timely resolution and ensuring stakeholders are communicated with as required. |
|
| |
1.3 Respond to change
The Project Manager holds responsibility for responding to change. Any changes, or possible changes, to the pre-agreed plan must be managed by way of communication and agreement with stakeholders and updates made to the project delivery plan and documentation, before implementation.
If updates are made to any project documentation, these must be resigned and uploaded to SharePoint to the project area as a new revision. |
|
| 05.PR002 BINDT Training Management |
3.3 Book training room
Book the training room for the duration of the course and send Outlook calendar invites to;
Course instructor (BINDT approved trainer)
Operations Manager
Business Systems Manager
Training Coordinator
|
|
| |
3.8 Advise Metron employees that training will be taking place
Send email to office the day before the training course notifying office staff that a training course will be in progress
staff@metrongroup.co.uk
|
|
| 05.PR005 Training course being delivered at Metron by Metron personnel or contractor |
2.6 Advise Metron employees of training course
Send email to office notifying of a training course running (send email the day before):
staff@metrongroup.co.uk
|
|
| 05.PR011 Goods OUT |
1.2 Check goods
Check over goods to ensure there is no damage, or that no dangerous or hazardous goods are contained.
If dangerous goods are identified (e.g. chemicals, batteries, hazardous materials, etc), source supporting documentation (data sheets, MSDS, COSHH, etc) and discuss with the Operations Manager before proceeding.
If classed as dangerous goods, refer to:
Record any serial numbers on the goods, for internal records, and check calibration dates (if applicable). Only goods that will remain within certification for the duration of the scope should be sent.
|
|
| |
1.8 Deliver package(s)
Organise and arrange delivery with a courier or deliver items. If using a courier, ensure costs are agreed and approved with the Operations Manager before proceeding.
Speak to the Project planner and controller if additional information is required.
Ensure Metron have a copy of the signed delivery note, to show the goods have been delivered / received.
|
|
| 05.PR014 Change in already indentified risk to project deliverables |
1.4 Discuss with Operations Manager
Discuss with Operations Manager to see if a solution can be found. |
|
| |
1.5 Identify measures that mitigate risk of not achieving a deliverable
If measures are identified, update project documents and tasks - go to the planning process.
If measures are not identified, go to 1.6 |
|
| |
1.6 Discuss with Account Manager
Discuss with Account Manager to see if a solution can be found. |
|
| |
1.7 Identify measures that mitigate risk of not achieving a deliverable
If measures are identified, update project documents and tasks - go to the planning process.
If measures are not identified, go to 1.8 |
|
| |
1.8 Discuss with Business Development director
Discuss with BD Director to see if a solution can be found. |
|
| |
1.9 Implement agreed actions
Implement actions as agreed with the Business Development director, update project documents and tasks - go to the planning process. |
|
| 05.PR018 Quarantine |
1.5 Agree Actions
Discuss issue with Operations Manager, agree actions.
If the issue has arisen due to a non-conformance, the NC/IO process should be followed.
If the item is to be sent for external repair or calibration, this should be actioned through the procurement process.
If the item is to be repaired internally, this should be managed as an internal project.
Notes can also be added to the Asset Register to provide more information.
|
|
| 05.PR019 Hire Equipment |
1.3 Ensure that the equipment is functional
Confirm that the equipment is working and suitable for use. Some equipment is more complex than others. Seek the assistance of an Engineer, where possible, seek the assistance of the Engineer who will be using the equipment offshore.
Equipment calibration and certification to be checked. Highlight any issues with the Operations manager immediately.
If equipment is required offshore or for a job, proceed to 1.4.
If the item is to be kept at GTS Metron, proceed to 1.5.
|
|
| |
2.1 Register returning equipment
The returning equipment will be processed by the Goods In process.
Make sure that all components/accessories are returned.
Register the item as retuned on the Asset register, on the hire page.
Check for functionality. An Engineer may be required.
If the item is damaged, discuss with the Operations Manager. Place item in quarantine. |
|
| 05.PR026 Failed Product & Control of non-conforming outputs |
1.1 Notification of fault found / given to Metron. Operations manager notified.
I/p - 05.PR001 - Project delivery
A fault or non-conforming output could be discovered by a Metron employee during assembly, testing, installation or commissioning, or similar activities whilst offshore, onshore or by the client themselves (several possibilities).
Whoever receives the notification (Metron employee) is to ensure the Operations Manager is made aware.
For parts or materials that have been procured but have failed during in-house testing after having been released for use (for example), should follow the Non-Conforming Goods Process so that they can be returned to the supplier. |
|
| |
1.2 Non-conformance to be raised within system.
See non-conformance process for how to add this to the system.
Non-conformance to be treated as a priority.
If a product has failed after it has already been delivered, then it should be logged as a failed product within the NC register (tick box).
If we have received a client complaint, make sure that this is recorded.
If we have provided a non-conforming service then ensure that the details are logged, especially the personnel involved (e.g. not following agreed work pack or client instructions etc). |
|
| |
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. |
|
| |
1.4 Client engagement
If the client has experienced the non-conformity (i.e. a failed product whilst on site or similar), ensure that there is dialogue with the client throughout the investigation process. |
|
| |
2.1 Implement action plan and continue to follow non-conformance process.
Follow NC process.
Actions can be raised for others to complete.
If appropriate, move any non-conforming parts from the workshop or at least ensure there is awareness that work is halted.
The actions should be based on the nature, complexity, significance and urgency of the non-conformity.
|
|
| |
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.
|
|
| |
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.
|
|
| |
4.2 Complete non-conformance process
As per non-conformance process
|
|
| 05.PR027 Equipment mobilisation |
1.2 Pack equipment
Equipment is to be packed appropriately for the method of travel. Generally, pelicases will be used with a suitable amount of packing, to ensure items are not damaged in transit.
Equipment calibration and certification must be checked. Highlight any issues immediately. Do not pack equipment for offshore use that has not been calibrated. Discuss with the operations manager if any issues arise.
Important:
As the nature of our work is variable and project driven, it is advisable to seek the assistance of an Engineer to check the delivery to reduce the risk of missed items, especially for new or novel service delivery work scopes. Preferably, this is the Engineer who will be performing the workscope. In addition, there's a lot of experience in our company and other Engineers may recommend additional spares, supporting tools etc.
Equipment may need to be delivered using the Dangerous Goods process. Highlight any dangerous goods as soon as possible.
|
|
| |
1.5 Receive approval
If required, approval will be given from the client's logistics department to proceed with the delivery of items.
Each individual client will be different however, so ensure logistics notes are checked on the client site.
Check that equipment is in calibration and has sufficient coverage to complete the work scope. |
|
| |
1.6 Confirm delivery date
Confirm delivery date for items being shipped with the client. Provisions will need to be made dependent on whether air freight or sea freight is being used. |
|
| |
2.2 Check equipment and mark off against mobilisation record
Open the mobilisation record saved against the job number on share and check off what items have been received back.
Inspect items. Ensure there is no visible damage. For electrical items, switch these on to ensure they work - ask an engineer for assistance as required.
If items are missing that were expected to return, discuss with the Operations manager.
If items are damaged or not working, place in quarantine, as per the quarantine process.
Complete the remaining 'return' sections of the mobilisation record.
|
|
| 05.PR028 Personnel mobilisation |
1.2 Identify named person to complete trip and allocate
Use the LMS competency filter to ensure a suitable named person is selected. Dependent on scope, multiple named persons may be required - this will be identified as part of the core delivery process.
|
|
| |
1.3 Update ERP with mobilisation
Check in ERP that trip(s) do not conflict with leave. The mobilisation will then require adding to ERP - include all relevant job numbers and site of mobilisation.
If the dates are not confirmed add the text ('PROVISIONAL') after the job name. Only approve the job once dates have been confirmed.
If a trip does conflict with annual leave, discuss with the Operations Manager. Otherwise, notify the engineer via email of the mobilisation dates.
|
|
| |
2.1 Give client personnel details
Send client the required details of employee to mobilise: name, date of birth and vantage number. If a job requires multiple mobilisations, these details are required to be sent before each trip.
Check ERP Human resources or with the HR administrator if required.
|
|
| |
2.2 Complete client mobilisation paperwork (if required)
Some clients will require mobilisation request forms to be completed before mobilising personnel. Details of specific client requirements will be available on each individual client Share site. Send to client once complete, as per instructions on the form. |
|
| |
2.3 Receive check in time and location
Dependent on client stipulations, check-in times may require phoning for, others will be emailed automatically. Check individual client sites on Share for more information.
Operations Coordinator to inform Engineer of check in time via email. CC operations@metrongroup.co.uk in email.
|
|
| |
2.5 Notify of arrival at client asset
Engineer to notify operations of arrival at clients asset to ensure they have arrived safe with on issues by sending an email to operations@metrongroup.co.uk.
Ensure data and time are recorded for project tracking and subsequent invoicing / staff payroll.
Proceed to 3.0 to await return of personnel.
|
|
| |
2.7 Contact client for remobilisation details
New check in time to be sought as soon as possible.
Go to 2.3 if remobilsation is required
|
|
| |
2.8 Re-mobilisation not required
If mobilisation is no longer required, then discuss with client the next steps. |
|
| 05.PR030 Change in project scope |
1.1 Project team discuss
The input is from 05.PR001 - Project Delivery.
Project team discuss to define issues surrounding change and assess impact on deliverables. (e.g. cost, programme, etc.…)
If possible, discuss potential solutions to present to Operations Manager. |
|
| |
1.2 Discuss with Operations Manager
Project team to consult Operations Manager at earliest opportunity on change.
Operations Manager to advise on way forward:
1.If no change required - return to delivery process
2.Change to be dealt with, within Operations - go to planning process
3.Consult Key Account Manager - continue with process |
|
| 05.PR031 Formal contract review process |
1.1 Formal contract review is due
I/P from 05.PR001 Project Delivery
Project team, Operations Manager, Technical Lead and Account Manager notified that a formal contract review is due, as per pre-defined timescales in the project quality plan, project delivery plan and project programme. |
|
| |
1.2 Project team to write agenda and circulate
Project team to set date, time and format of meeting (e.g. review contract quality plan, review performance, etc.) and distribute agenda.
Agenda to include:
-Quick summary of what the project is (5 mins)
-Review of current status
-Review of previous performance (i.e over a defined time period - e.g. 1 year or 6 months, etc)
-Good points
-Bad points
-AOB
-Actions - any actions from the meeting are to be entered into ERP before the meeting ends |
|
| |
1.3 Tasks to be assigned
Project team to define tasks and assign accordingly for any preparation work involved. |
|
| 05.PR035 Assigning Metron serial and product numbers |
1.1 Identify need for a new serial number
If products are being designed and manufactured by Metron, they will require a unique Metron serial number. The product register can be used to allocate a unique Metron serial number for traceability.
This will have been identified within the project planning and delivery processes. If a need is identified out with these processes, discuss with the Operations Manager before proceeding.
|
|
| 07.PR006 Non Conforming Goods |
1.1 Non-Conforming Product Identified
I/P's from:
05.PR001 Project Delivery
07.PR002 Purchasing - Materials, Equipment or Services
09.PR001 Goods In
Product is identified as not conforming when the goods received do not meet the requirements specified on the Metron purchase order.
This could be due to several issues, such as;
Wrong product provided
Wrong material provided
Damaged in transit
Product not meeting design
Service delivery not meeting agreed expectations
Incorrect certification / paperwork
Etc.
The non-conformity may be detected at goods-in or it may have already been released as it met initial checks (e.g electrical parts/ PCB's etc).
Seek the assistance of the Operations Manager if required.
Ensure photos have been taken as evidence.
Store any information in the project folder as these can be used for any subsequent NC investigation. |
|
| 07.PR015 Invoicing and Credit Notes |
4.1 Operations Approval
Take the invoice or credit along with all supporting documentation to the Operations Manager for approval.
If changes are required to the invoice, confirm with the Project Planner & Controller and go back to 2.0.
If no changes are required, Operations Manager will sign the invoice in the allocated stamped section. Proceed to 4.2 |
|
| 07.PR031 Supply Chain Management |
1.5 Next review date
If no dispute / issues are found, set next review date for one years time. If any disputes / issues are found, discuss with the QA Manager and agree review date based on their guidance. 1) The QA Manager has the authority to remove the supplier from the Approved supplier list if deemed appropriate.
2) Note be logged on account and if required, the supplier to be made inactive if the decision is to discontinue with the service / product provider.
3) Information to be passed back to Operations Manager. |
|
| 08.PR021 Time Writing Process |
2.1 Need identified to mobilise
Need is to be identified as part of a project |
|
| 09.PR004 Dangerous Goods |
1.3 Inform Operations Manager
Inform Operations Manager that dangerous goods items have been identified and state their current location. Present the MSDS and / or COSHH and discuss. Operations Manager to advise on way forward.
For incoming goods:
Handling and storage COSHH assessment to be completed by Storeman, if not already complete. Operations Manager to advise on how to proceed based on completed COSHH.
For outgoing goods:
Operations Manager to advise whether packing and delivery can be completed in house or whether this will need to be outsourced.
If to be outsourced, go to section 1.4.
If to be completed in house, got to section 1.5 |
|
| |
1.4 Outsource dangerous goods
Contact DGM Ltd. This is Metron's current choice of supplier for this service. They will require relevant MSDS's, however will advise over the phone in the first instance.
Phone: 01224 773776
Website: http://www.dgmsupport.com
Operations Manager to approve any spend for this before agreeing to commence with the supplier.
Once approved, arrange delivery to the supplier (as per their instructions).
Process complete. |
|
| |
1.5 Complete dangerous goods in house
Only trained staff to complete dangerous good packing.
Make necessary arrangements to complete the shipping using the electronic copies of dangerous goods by sea and air books, saved on the workshop computer located at the goods in / out area.
Operations Manager to approve any spend on packing materials etc.
When shipping the items, ensure the courier is aware and that the MSDS is included within the package and associated paperwork.
Process complete. |
|
| 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 |
|
| |
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.
|
|
| |
2.1 Request Assessment
Once a need for competence assessment is identified, the line manager discusses the need for assessment with the Operations Manager |
|
| |
2.2 Assign Assessor
Identified those employees assessed to senior level for the particular competency and therefore authorized to assess the competence of an employee to general level.
Select individual to carry out the assessment and inform them.
Note selection should consider the current and future workloads of assessors as well as their familiarity with the candidate. |
|
| |
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 |
|
| |
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
|
|
| 14.PR019 Use and Maintenance of Equipment |
5.1 Competent personnel to perform maintenance
Ensure that the Operations manager is made aware that maintenance works are to be carried out. Consult in advance to help avoid disruptions to operational delivery.
The maintenance should only be carried out by competent personnel. Third parties may be required.
A risk assessment may be required prior to commencing the maintenance works.
Regarding: The Provision and Use of Work Equipment Regulations 1998 - Regulation no. 22
Every employer shall take appropriate measures to ensure that work equipment is so constructed or adapted that, so far as is reasonably practicable, maintenance operations which involve a risk to health or safety can be carried out while the work equipment is shut down, or in other cases-
(a) maintenance operations can be carried out without exposing the person carrying them out to a risk to his health or safety; or
(b) appropriate measures can be taken for the protection of any person carrying out maintenance operations which involve a risk to his health or safety.
Additional Information:
The safe maintenance health check - HSE |
|
| |
5.2 Record that maintenance has been carried out on the attached log.
Download maintenance log for the equipment - 14 HSSE / Preventative maintenance.
Log that maintenance has been performed.
If the equipment is not safe for use, then the equipment should be placed in quarantine or marked with a red flag highlighting that the equipment cannot be used.
Storeman to record. |
|
| 14.PR026 Portable appliance testing |
1.1 New Equipment
Refer to HSE guidelines for additional information
New equipment should be supplied in a safe condition and does not require a formal portable appliance inspection or test. However, a simple visual check is recommended to verify the item is not damaged.
New equipment will be procured via the procurement process 07.PR002 and processed via the Goods in Process 09.PR001.
Prior to use, the equipment will need to be registered as a Metron Asset. |
|
| 14.PR035 COSHH Assessment |
5.3 COSHH Assessment
If the CoSHH Assessment details that the task is safe to be carried out with current control measures, then the task can proceed.
If the CoSHH Assessment details that the task is safe to be carried out subject to actions listed. All actions are to be completed before the task can proceed.
If the CoSHH Assessment details that the task is unsafe. Advise the QHSE Manager immediately. Substance to be quarantined and task not to proceed until all problems have been rectified.
No work is carried out that is liable to expose employees to substances hazardous to health unless a suitable and sufficient assessment in writing of those risks has been carried out and that the steps needed to meet the requirements of the CoSHH Regulations are recorded. |
|
| 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. |
|
| 51.PR001 Shell Responsibilities |
1.1 Track jobs, activities & issues, and ensure that tasks are created, allocated and progressed
|
|
| |
1.2 Dealing with task/project delays (risks to deliverables)
|
|
| |
1.3 Liaise with client on day to day technical issues
|
|
| |
1.4 Liaise with client on day to day logistical issues
|
|
| |
1.5 Prepare & issue quotes (within scope)
|
|
| |
1.6 Prepare & issue quotes outwith scope
|
|
| |
1.7 Tracking spend against call off orders
|
|
| |
1.8 Checking reports & track for potential opportunities
|
|
| |
1.9 Prepare & submit contract performance reports
|
|
| |
1.10 System access (client systems) - managing current access
|
|
| |
1.11 System access (client systems) - requesting new access
|
|
| |
1.12 Client focal point - named contact for client responsible for distributing communication within the business
|
|
| |
1.13 Maintain client information (org charts, asset plans etc.)
|
|
| |
1.14 Client data management
|
|
| |
1.15 Team communication (internal)
|
|
| 52.PR004 MOUK Collecting Adhoc Data |
1.6 Inform MOUK of mobilising engineer & vantage number
|
|
| |
1.7 Inform MOUK if it is Engineer's first visit to Asset
|
|
| |
3.9 Issue workscope to MOUK
|
|
| |
4.9 Provide written daily reporting to MOUK
|
|
| |
5.5 Issue site report
|
|
| |
6.6 Issue report
|
|
| |
6.8 Meet with MOUK's onshore representative to discuss findings and actions
|
|
| 52.PR005 MOUK Collecting Routine VibXpert Data |
1.6 Inform MOUK of mobilising engineer & vantage number
|
|
| |
1.7 Inform MOUK if it is Engineer's first visit to Asset
|
|
| |
3.10 Issue workscope to MOUK
|
|
| |
4.9 Provide written daily reporting to MOUK
|
|
| |
5.5 Issue site report
|
|
| |
6.6 Issue CM report
|
|
| |
6.8 Meet with MOUK's onshore representative to discuss findings and actions
|
|
| 52.PR006 MOUK Managing CM Programme Delivery |
5.4 Measure success of CM programme
|
|
| 52.PR008 MOUK Invoicing Client |
1.1 Invoice Notification
Finance are informed that a project is ready to be invoiced. The following information should be provided with the instruction to invoice; Project number, Project Title, Quote Number, Client purchase order number, The scope of work to be invoiced , The date at which the work should be invoiced (if not ASAP).
Operations also advise whether the project has been moved from 'Project Delivery' to 'Ready to Invoice'. The project is to be progressed as such in erp.metrongroup.co.uk 'Sales - Opportunities' if required. With routine CM projects, the opportunity will not be moved within the ERP. Ad-hoc projects however will, providing the entire scope is complete and not subject to a separate invoicing schedule (operations will communicate whether this is the case or not).
|
|
| 52.PR009 MOUK Requesting Training |
1.2 Discuss requirement with KAM and Operations manager
Identified need is dicussed with KAM and Operations manager. Justification to be given.
|
|
| |
1.3 Identify staff requiring training
Use LMS competency filters to identify gaps in training
|
|
| |
1.4 Contact Maersk Account Focal point to request training
Focal point: Victoria FRANCIS
Contact details are saved within the 'Clients' section of ERP.
Justification to be given for training requriement and erquest.
|
|
| 52.PR011 MOUK Reporting Contract Status |
1.10 Issue final report
Once approved the report is sent to Eilidh.Collacott@maerskoil.com copying in William Miller and Metron MOUK.
|
|
| 52.PR012 MOUK Responding to an Emergency |
1.2 Notify higher management
Notify higher management and discuss approach in notifying next of kin.
Do not discuss with outside sources (e.g. media, etc).
|
|
| |
1.3 Notify next of kin
Details for next of kin can be found in ERP, under human resources. 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 it is clear not discuss with outside sources (e.g. media, etc.).
|
|
| |
1.4 Await update from client and communicate
Communicate any updates from the client to all relevant parties. Ensure all details are recorded in writing.
|
|
| |
1.5 Make arrangements as necessary
Make arrangements as required (e.g. hospital, family, etc.)
|
|
| 52.PR015 MOUK Changing Contract Personnel |
1.1 Requirement to change in personnel identified
Requirement identified.
|
|
| |
1.2 Discussed with KAM
Change in named persons for contract discussed with KAM. Justification given.
|
|
| |
1.3 Notify and discuss with client focal point
Focal point: Victoria FRANCIS
Contact details are saved within the 'Clients' section of ERP
Justification to be given for training requirement and request.
|
|
| 52.PR016 MOUK Mobilising Personnel and Equipment |
2.3 Deliver equipment
Equipment is to be delivered to: Petersons, Minto Avenue, Altens industrial estate, Aberdeen, AB12 3JZ
|
|
| |
3.2 Discussed with KAM and Operations manager
Discuss and confirm requirement for air freight
|
|
| |
3.4 Receive authorisation from client contact
If authorisation given: proceed to deliver item (3.5)
If authorisation denied: Sea freight item (2.0)
|
|
| |
3.6 Deliver equipment
Equipment is to be delivered to: ACE forwarding Ltd, Unit 1, 4 Howe Moss Drive, Kirkhill industrial estate, Aberdeen, AB21 0GL
|
|
| 52.PR017 MOUK Reporting Technical Information |
1.1 Send workpack email to client (3 days before trip)
Send to: asset email group
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon
|
|
| |
1.2 Submit daily reports while offshore
Send to: asset email group:
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon' |
|
| |
1.3 Submit final report (MAX 5 days after completion of offshore trip)
Send to: asset email group:
CC: MOUK@metrongroup.co.uk
Asset email groups:
GP3 - 'Maersk GP3'
Gryphon - 'Maersk Gryphon'
|
|
| |
1.4 Attend trip close out meeting at Maersk
Engineer and KAM to attend.
Actions arising from meeting to be communicated back through the company. |
|
| 52.PR018 MOUK Contract Management |
1.1 Track jobs, activities & issues, and ensure that tasks are created, allocated and progressed (outside of porject delivery)
|
|
| |
1.2 Dealing with task/project delays (risks to deliverables)
|
|
| |
1.3 Liaise with client on day to day technical issues (projects)
|
|
| |
1.4 Liaise with client on day to day technical issues (outside projects)
|
|
| |
1.5 Liaise with client on day to day logistical issues
|
|
| |
1.6 Prepare & issue quotes (within scope)
|
|
| |
1.7 Prepare & issue quotes outwith scope
|
|
| |
1.8 Tracking spend against call off orders
|
|
| |
1.9 Checking reports & track for potential opportunities
|
|
| |
1.10 Prepare & submit contract performance reports
|
|
| |
1.11 System access (client systems) - managing current access
|
|
| |
1.12 System access (client systems) - requesting new access
|
|
| |
1.13 Client focal point - named contact for client responsible for distributing communication within the business
|
|
| |
1.14 Maintain client information (org charts, asset plans etc.)
|
|
| |
1.15 Client data management
|
|
| |
1.16 Team communication (internal)
|
|
| 56.PR001 CNR Mobilisation of Personnel |
1.2 Identify named person to complete trip and allocate
Use the LMS competency filter to ensure a suitable named person is selected. Dependent on scope, multiple named persons may be required - this will be identified as part of the core delivery process. |
|
| |
1.3 Update ERP with mobilsation
Check in ERP that trip(s) do not conflict with leave. The mobilisation will then require adding to ERP - include all relevant job numbers and site of mobilisation.
If the dates are not confirmed add the text ('PROVISIONAL') after the job name. Only approve the job once dates have been confirmed. |
|
| |
2.1 Complete client mobilisation paperwork and give personnel details
Complete Plan Entry Form (PEF) and send to Logistics email (logistics.teamonshore@cnrl.com)
This includes the requirement for the following details:
- Name
- DOB
- Vantage number
Check in times and location to be emailed to Operations the day before mobilisation.
Operations Coordinator to inform Engineer of check in time via email. CC operations@metrongroup.co.uk in email.
|
|
| |
2.2 Receive check in time and location
Check in times and location to be emailed to Operations the day before mobilisation.
Operations Coordinator to inform Engineer of check in time via email. CC operations@metrongroup.co.uk in email.
|
|
| |
2.4 Notify of arrival at client asset
Engineer to notify operations of arrival at clients asset to ensure they have arrived safe with no issues by sending an email to operations@metrongroup.co.uk. Process complete at this point. |
|
| |
2.5 Notify of cancelled flight
If engineer is bumped, information is to be passed on to the Operations Coordinator as to the reason why the flight was bumped and a timeline of events should also be given (i.e. what time checked in, when information was given by flight provider, when notification was given of cancelled flight etc.). This information helps support invoicing.
The engineer should also information the Operations Coordinator of any instructions regarding remobilisation or a new check in time and date if given.
Operations Coordinator to update ERP with this information on the calendar. |
|
| |
2.6 Contact client for remobilisation details
New check in time to be sought as soon as possible.
Go to 2.2 if remobilisation is required.
|
|
| 56.PR004 CNR Engineer Passport Renewal Travel Requirements |
1.1 Passport Check
Carry out monthly certification check. The tracker gives details of Offshore Certification and Passport dates expiry. If a passport is due to expire within 3 months, highlight red and advise the person whose passport it is and also the Operations Manager.
The Engineer can also inform the Operations Coordinator that their passport needs to be renewed.
|
|
| |
4.2 Update Systems with New Passport Details
Update Employees record on ERP in Human Resources
Scan a copy of the passport to add a copy in Share
Inform Operations Coordinator once complete.
|
|
| 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).
|
|
| |
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.).
|
|
| |
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.
|
|
| |
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.
|
|
| |
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.
|
|
| 56.PR006 CNR Responsibilities |
1.1 Track jobs, activities & issues, and ensure that tasks are created, allocated and progressed
|
|
| |
1.2 Dealing with task/project delays (risks to deliverables)
|
|
| |
1.3 Liaise with client on day to day technical issues
|
|
| |
1.4 Liaise with client on day to day logistical issues
|
|
| |
1.5 Prepare & issue quotes (within scope)
|
|
| |
1.6 Prepare & issue quotes outwith scope
|
|
| |
1.7 Tracking spend against call off orders
|
|
| |
1.8 Checking reports & track for potential opportunities
|
|
| |
1.9 Prepare & submit contract performance reports
|
|
| |
1.10 Liaise with vendors (castrol, al control etc.)
|
|
| |
1.11 System access (client systems) - managing current access
|
|
| |
1.12 System access (client systems) - requesting new access
|
|
| |
1.13 Client focal point - named contact for client responsible for distributing communication within the business
|
|
| |
1.14 Maintain client information (org charts, asset plans etc.)
|
|
| |
1.15 Client data management
|
|
| |
1.16 Team communication (internal)
|
|
| 56.PR008 CNR Routine Delivery Process |
1.4 Complete Risk Assessment
|
|
| |
1.7 Receive Check In Details
Receive check in details from CNR logistics. Acknowledge email from CNR logistics.
Send check in time to engineer and cc in operations@metrongroup.co.uk
|
|