Applying Journey Management in the Service Sector

Corrigan, Mark; Regnault, Philippe

doi:10.2118/47703-ms

SPE International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production 1998

DOI: 10.2118/47703-ms

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Applying Journey Management in the Service Sector

Mark Corrigan

Philippe Regnault

Abstract: TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractDriving is today the most dangerous activity facing a Schlumberger oilfield employee . In 1997, driving accidents were at the origin of 79% of the total Schlumberger work related oilfield fatalities. In order to address this risk, a comprehensive journey management system is being implemented, which targets not just driving techniques but rather the whole process of getting to and from worksites.The process starts with a management review of the actual necess… Show more

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Journey Management in East Asia

Tan

Edwards

2000

SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production

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Driving has been identified as the most dangerous activity facing a Schlumberger employee in East Asia. The diverse driving conditions represent a multitude of risks to an employee. Ferry crossings in Bangladesh, icy roads in Sakhalin, to streets teeming with vehicles, humans and animals in Bangladesh, Myanmar, and Vietnam constitute driving risks that need to be mitigated. The organizational changes in Schlumberger culminating in a common QHSE function has facilitated the cultivation of a safe driving culture. In 1999, the Driving Policy was enforced applying the Journey Management (JM) approach in managing the entire transportation process to minimize exposure to driving risks in the different locations. The key elements of this process entails management commitment and leadership, review of trip necessity, assignment of equipment and personnel, personnel qualification, tracking critical drives, reducing number of vehicles, and convoying. This process begins with a risk assessment of the driving hazards in each location, developing the local JM policy, the JM audit form, training for managers, and JM audits of these locations. The JM audit covers all aspects of journey management from checking the location management commitment and leadership, to the local driving policy, the driver's training status, the condition of vehicles, and effective use of driving monitors. This simple audit tool consists of a score-chart and summary of key issues to be urgently addressed in reducing the driving risks. The audit involves location visits by a team of QHSE and location personnel. JM audits has been completed in Vietnam, Bangladesh, Thailand, Malaysia, Sakhalin, Japan, Myanmar, and Brunei. A review of the audit results against the rate of automotive accidents reflects the success of this program in reducing driving exposures and accidents in East Asia. Introduction In continuation of the successful worldwide efforts to reduce driving accidents in 1998, the journey management process1 was adopted in East Asia to address the diversity of driving risks in the different countries where Schlumberger operates.

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Journey Management in East Asia

Tan

Edwards

2000

SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production

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Driving: A Systematic Approach and Culture Change Yield Improving Results

McKay

Corrigan

Turner

2000

SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production

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The highest single risk to human life in the oil and gas industry is driving. Industry statistics show that 40% of all recorded fatalities involve driving, by far the biggest killer. There is conclusive evidence that there are many more fatal driving accidents that go unrecorded because of the industry practice of "ring-fencing," which includes not counting fatalities that occur during commuting to and from work. A major oilfield services company, with approximately 40,000 employees, has historically had significant programs addressing driving issues. In a comparison of published data, the company found its personnel had a driving performance markedly better than that in other industries and the public as a whole. By its own measures, the company still suffers, however, from an unacceptable number of "occupational" automotive accidents, and an even more significant number of "nonoccupational" auto accidents. In early 1998, a new approach was introduced based on two keyprinciples:-evolving to a 24 hours/day, 7 days/week safe driving culture, independent of whether or not the driving is work related-a systematic approach rather than individual programs. The paper shows how an eight-element management system model has been applied to managing driving risks and gives practical details of the initiatives undertaken in each element. It concludes by describing how this management system approach affects the company, including the evolution to a24-hour safety culture, and the progress to date in reducing the number of automotive accidents. Introduction According to the Oil & Gas Producers' (OGP) latest published statistics for the industry, vehicle incidents continue to be the most common event leading to fatalities. 1 Vehicle incidents accounted for 40% of 1998incidents resulting in fatalities, up from 33% in 1997. However, the industry practice of ring-fencing—for example not counting fatalities of employees during commuting between their homes and work sites—means that the actual figure is certainly much higher.

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Creating and Measuring an Effective HSE Management System -- A Study of the Effectiveness of a Management System in the Gulf Coast as Measured by an Advanced Safety Audit

Bruce

Nims

2000

SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production

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TX 75083-3836, U.S.A., fax 01-972-952-9435. AbstractHealth, safety and environment (HSE) management systems are increasingly common as operating and service companies follow the recommendations of the International Association of Oil & Gas Producers (formerly E & P Forum) and establish a structured system for managing HSE. The elements of a management system can be described as empty shells that, when filled with the proper tools, have a significant impact on reducing incident rates in companies that implement the system. The Schlumberger HSE management system follows the structure of the seven basic elements of the OGP model, but it includes one additional element, contractor and supplier management. As written, the management system has little impact on the safety performance of the company. It is the proper implementation of the programs, standards and policies making up each element that allows a company to provide a cohesive, structured system to ensure risk reduction, loss prevention and continuous improvement.Schlumberger Gulf Coast operating locations have transformed the abstract structure of the Schlumberger HSE management system document into reality through the implementation of company-wide guidelines and programs, supplemented with local standards. In several instances, these programs draw from the best management practices of major operating companies within the Gulf Coast. To verify the effectiveness of the system, BP Amoco conducted Advanced Safety Audits in three Schlumberger operating locations.To understand an HSE management system, each element must be examined from a standpoint of what the book says as well as what is actually taking place in a location to make that element work. The Advanced Safety Audit process used by BP Amoco is an effective tool for accomplishing this task. All elements of the management system, starting with the most important, commitment and leadership, are evaluated to assess the real effectiveness of a HSE management system. Finally, no system can be considered truly effective unless it is supported by results. The improvement in the Schlumberger Gulf Coast HSE performance over the past 12 months is directly attributable to the enthusiastic implementation of this management system by employees of Schlumberger Gulf Coast operating locations.

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Applying Journey Management in the Service Sector

Cited by 6 publications

References 0 publications

Journey Management in East Asia

Journey Management in East Asia

Driving: A Systematic Approach and Culture Change Yield Improving Results

Creating and Measuring an Effective HSE Management System -- A Study of the Effectiveness of a Management System in the Gulf Coast as Measured by an Advanced Safety Audit

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