Site performance management system

The site quality management system must be kept under surveillance by the EPCM contractor s site quality assurance manager to identify areas where modification or development can bring about an improvement in system performance. This will be an ongoing everyday process, but it is desirable to establish a number of milestones for the EPCM staff to review operations on site in a formal manner. This can happen at two levels ... 

The terms and definition taken from ISO 9004 2000, Fig. 1, Quality management systems-guidelines for performance improvements, are reproduced with the permission of the International Organization for Standardization, ISO. This standard can be obtained from any ISO member and from the Web site of the ISO Cental Secretariat with the following address www.iso.org. Copyright remains with ISO. 

The physical location or site where the management system activity is performed. 

Collecting the correct information to monitor and understand performance of the process safety management system, and its separate elements, can provide an unbiased and comprehensive view of system performance. This will alert the appropriate personnel to weaknesses in the process safety system. A companywide versus a site-specific approach to process safety auditing, evaluation, and improvement not only deals with better prioritization of identified improvement work but potentially provides better auditing and evaluation against those conditions that one site may accept as normal/acceptable over time. 

Deciding whether a company has carried out an audit will in turn depend to some degree on the company s own definition. A number of different types of audit have been identified. An environmental review is an initial analysis of the environmental issues, impact and performance related to activities at a site and should be seen as the first step in the audit programme. Following the review, a system audit will assess the effectiveness of the company s environmental management system. Other audits will cover particular sites, acquisition or divestment and the production impacts of making a specific product. 

EMS a yes score has been awarded since reference is made to a three-day review of Eastman s processes for managing HS E performance as part of the CMA s voluntary management systems verification programme. This included visits to two sites and interviews with employees, customers, suppliers, local neighbours and emergency responders. No reference is made to participation in any recognised EMS outside the USA. 

Tier 4 indicators provide measurements of operating discipline and the management system performance. Like Tier 3 they are site-specific and will not generally be used to compare the performance of different companies. 

The company in question establishes and implements an environmental policy, site-specific environmental programmes and an environmental management system, carries out periodic site-specific environmental audits and prepares communication on environmental performance to certifiers, governments and the public. 

Because waste management and project management systems were available from time-to-time based on ongoing D D operations at a nearby Battelle site, the West Jefferson site had the ability to perform special projects and waste disposal activities at the discretion of management. The ongoing D D at the nearby site and the S M activities at Battelle West Jefferson were funded by the DOE. 

For example, what the chief executive officer of a large organization needs to know from the performance measurement system will differ in detail and nature from the information needs of the manager of a particular site. 

Clearly defined and well-communicated safety roles and responsibilities for all levels of the organization are critical in the beginning phases of developing a safety management system. These outline all expectations about performance and accountability among the leadership team, all employees, contractors, and site visitors. Once the roles and responsibilities are assigned, everyone in the organization must be made aware of their individual roles and responsibilities. 

The initiative that underpinned the e-supply chain project was the development of a Balanced Scorecard on a data warehouse management system. The GW sites could access the data warehouse with appropriate password control and compare the site performance with other sites for range of metrics related to customers, suppliers, quality, factory, cost, growth and innovation. 

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