A resource management system for next generation services

Although companies systematically introduce management systems to improve performance and reduce major accident risks, gaps remain. The mismatch between HSE management system and practical HSE works, line and HSE departments and HSE requirements and actions exerts significant negative impact on the effectiveness and efficiency of HSE management. Under these circumstances, operational management system (OMS), barrier management system (BMS), process safety management and asset integrity management are all studied and applied in an oilfield. The oilfield experienced nine years of development, and the production capacity increased from 4,000 to 400,000 barrels per day. Almost 7,000 people were working in the oilfield during peak time from around 40 countries. During such a development, HSE management was extremely challengeable, and a practical and integrated HSE risk management model was pursued and established. This paper describes a method of HSE risk management integration called safety net model. The model physically segregates oilfield facilities into individually managed areas or grids. A safety grid is the basic unit of a safety net, and the safety net comprises a series of correlative and interactive safety grids from bottom to up. OMS, HEMP and BMS are the bases of safety net model. Each safety grid complies with the principle of twin orientations: the identification of HSE hazards and assessment of HSE risks and the formulation and substantiation of systematic risk control measures. Specifically, the safety grid has two sets of basic components: hazard, output and time (HOT) and authority, boundary and control (ABC). HOT refers to hazard orientation, and ABC refers to risk control orientation. Two sets of components define attributes of each safety grid. The risk profile is assessed for each grid, in which technical safety and consequence studies are introduced to visually represent at risk locations. Overlaying contours and process boundaries as typical examples result in a simplified model that enables area owners to recognise risks, controls and mitigations so that they can introduce suitable risk reduction measures for safe operations. Through components (HOT ABC) of each safety grid, OMS and BMS are introduced to operational sites and positions directly and easily. Six components are connection points of every safety grid, and all safety grids are knitted to an integrated safety net. The implementation of safety net model contributes to good HSE performance of the oilfield studied, and the resulting performance is recognised and appreciated by local government and funding parties. This paper focuses on how to communicate the information in compliance with the principle of twin orientations from safety studies recorded in OMS and BMS to the safety grid. Comprising safety grids, safety net model is an applicable and practical carrier of integrated HSE risk management.

Occupational injuries are a major problem worldwide and affect all countries, particularly developing ones. In recent decades, the application of approaches such as the Occupational Health and Safety Management System (OHSMS) has led to the successful control of workplace injuries in high-income countries. The Occupational Health and Safety Assessment Series (OHSAS) 18001 as a world- recognized OHSMS has gained considerable acceptance by a large number of organizations. However, few studies have examined the effectiveness of ISO 45001on safety performance in certified organizations. This study consisted of four sub-studies, and was conducted to explore the effect of ISO 45001on the occupational injury, safety climate, and Occupational Health and Safety (OHS) practices in ISO 45001-certified companies compared with a control group in Iran. ISO 45001practices were also examined in the certified companies, where interviews were conducted to explore the influencing factors on the effectiveness of ISO 45001. A negative binomial regression indicated no significant effect of ISO 45001certification on the occupational injury rate. The second sub-study applied a new safety climate questionnaire, and a hierarchical regression indicated that the safety climate was influenced by the implementation of ISO 45001and safety training. The third sub-study pointed to the better OHS practices of the certified companies compared with the control ones. The results also showed that adopting the ISO 45001standard improved the documentation for the management of OHS, but did not lead to continuous improvement in the required practices. The evaluation of the collected evidence revealed the main reasons for a poor safety culture. The interviewees emphasized the internal and external influencing factors in the effectiveness of OHSAS including commitment of top management and the enforcement of OHS legal requirements. It can be concluded that the implementation of ISO 45001in an organization is not a guarantee of improved safety performance and of the existence of a high-quality management system. This study suggests that certified companies should focus on proper improvement and maintenance of the implemented management systems by escalating their commitment to the requirements of the established management systems and by participating their employees in ISO 45001practices. This study also emphasized the importance of providing safety training for employees who work in the certified companies. These efforts may help the companies in the creation of a good safety culture and the transforming the paper systems into effective management systems to make improvement in OHS performance. The aim of this report to assess and evaluate the effective implementation of occupational health & management system and hazards controls in the Motion & Industrial Automation products manufacturing Industries as per the relevant ISO standards and hierarchy of hazards controls, which is a system used in industry to minimize or eliminate exposure to hazards. Falls, chemical spills, fire, explosions, working at height, confined space working, mechanical material handling, etc. are few kinds of incidents that can happen in a manufacturing environment. Such incidents are not only tragic and frequently fatal for workers, but also extremely expensive for the employers. Between worker’s compensation, regulatory penalties, reduced/diminished productivity and the costs of fixing or replacing damaged equipment, a single incident can financially devastate a business. To avoid industrial accidents / catastrophes, keep your people from harm, ensure manufacturing compliance, and protect your bottom line, you need to get serious about safety. Manufacturing Safety is everything organizations does to ensure the physical well-being of the workers in the manufacturing facility or facilities. Manufacturing Safety is also about more than checking a few boxes or putting up ‘safety first’ signage.  Manufacturing Safety keeps people alive and unharmed.  Manufacturing Safety is also tied to workforce productivity.  Manufacturing Safety is an essential form of risk management.  Manufacturing Safety is a legal requirement.  Manufacturing Safety and Profitability go hand-in-hand. Safe companies perform better and sustain in the business longer that unsafe companies.

Managers utilize performance appraisals to emphasize both the strengths and weaknesses of employees, help them improve in areas needing development, and collaboratively establish career advancement goals. Traditional employee behavior and skills have been influenced by intense competition, emerging technologies, and process re-engineering. To meet these evolving demands, organizations are increasingly relying on communication technologies to assess and enhance employee performance and productivity. As the corporate landscape becomes more competitive, many companies find it challenging to allocate time for individual performance reviews and have turned to electronic performance appraisals instead. Many organizations are now employing electronic performance management systems (e-PMS) to monitor employee performance. The term "e-performance management" describes how information technology is designed, implemented, and used through a performance management system (PMS). It is a subset of electronic human resource management (e-HRM) systems. By integrating IT into the performance management process, organizations can align their performance management strategies with their overall goals, policies, and practices. The relational aspect of e-HRM within e-performance management supports various business activities. However, leveraging technology to enhance human performance is a relatively new and poorly understood endeavor, posing challenges for many organizations. The influence of e-PMS in the Indian context has not received much attention, according to a review of the literature. Therefore, this study aims to provide an overview of e-PMS, highlighting key concerns and strategic initiatives that Indian companies should consider when setting objectives to meet the needs and expectations of their workforce

Enterprise asset management (EAM) systems are used by asset owners and/or operators to manage the maintenance of their physical assets. These assets, including equipment, facilities, vehicles, and infrastructure, need maintenance to sustain their operations. An EAM system provides the means to have less unplanned downtime and extended asset longevity, which offers clear business benefits that improve the profit and loss statement and balance sheet. Particularly for capital-intensive industries, like drilling and exploration, the failure of on-time delivery of critical equipment or processes is disruptive and costs nonproductive time and customer satisfaction. Organizations understand these issues and employ an appropriate asset management system to engineer their asset maintenance and management. An EAM system is needed to manage the people, assets/equipment, and processes. EAMs are used to plan, optimize, execute, and track the needed maintenance activities with associated priorities, skills, materials, tools, and information. Similarly, nondestructive testing (NDT) is used as a tool for integrity assessment of assets in drilling and exploration. The main advantage of using NDT is that the item’s intended use or serviceability is not affected. The selection of a specific technique should be based on knowledge and skills that include design, material processing, and material evaluation. Validating the purpose of this paper, we emphasize the importance of optimizing the asset utilization and serviceability to enhance overall efficiency by integrating EAM software that manages assets, the operation management system (OMS) controlling the processes, and asset inspection management systems (AIMSs).

To achieve top-quartile and sustainable performance for oil and gas operations, the company (PTTEP) established a comprehensive operating management system in 2010: Operational Excellence Management System (OEMS). The OEMS integrates, standardizes, and improves existing management systems to all operating assets. It is structured around 11 elements covering most functions for operating oil and gas production, and it provides the framework to achieve safe, reliable, sustainable, and cost-effective operations (figure 1). The OEMS is designed to elevate PTTEP Group's operations to a world-class standard. OEMS standardizes processes and drives high performance. It is an integrated asset and resource management system with principles to Protect, Engage, Operate, Partner, Lead, and Evolve (PEOPLE principles). The PEOPLE principles build a common platform that captures more synergies, unlocks significant value, and inspires sharing among PTTEP operating assets regarding skills, innovation, and best practices through an assessment process to reinforce the Continuous Performance Improvement culture. As a result, resources continue to produce satisfactory returns regarding maximum profits, safe operations, and sustainable performance.

Advanced enterprise resource management systems for the batch industry. The TicTacToe algorithm

Numerous manufacturing and service organizations have integrated or are considering integration of their respective occupational health and safety management and audit systems into the International Organization for Standardization-based (ISO) audit-driven Quality Management Systems (ISO 9000) or Environmental Management Systems (ISO 14000) models. Companies considering one of these options will likely need to identify and evaluate several key factors before embarking on such efforts. The purpose of this article is to identify and address the key factors through a case study approach. Qualitative and quantitative comparisons of the key features of the American Industrial Hygiene Association ISO-9001 harmonized Occupational Health and Safety Management System with The Goodyear Tire & Rubber Co. management and audit system were conducted. The comparisons showed that the two management systems and their respective audit protocols, although structured differently, were not substantially statistically dissimilar in content. The authors recommend that future studies continue to evaluate the advantages and disadvantages of various audit protocols. Ideally, these studies would identify those audit outcome measures that can be reliably correlated with health and safety performance.

Integrating IT service management requirements into the organizational management system

Objective To explore the method and effects of construction of operating room information management system based on Healthcare Information and Management Systems Society 7 (HIMSS 7) standards. Methods There were problems in traditional operating room information management system analyzed by department of anesthesiology and operating, Xuanwu Hospital, Capital Medical University. The operating room information management system was reconstructed and applied based on HIMSS 7. The process included nursing recording electronically, completing tripartite check and confirmation by using USB key or digital authentication software, viewing electronic medical record in nurse operator interface, realizing drug closed-loop management by importing intelligent medicine cabinet, informationalized pathology management, landing integration platform by single-point and so on. Results Reconstruction of system met the demands of HIMSS 7 hospital level judgment, reduced the workload of medical staff and improved work efficiency. Conclusions Reconstruction of operating room information management system based on HIMSS 7 standards can improve the work efficiency of staff in operating room and enhance perioperative safety factor of patients. Key words: Operating rooms; Information management systems; Healthcare Information and Management Systems Society 7 standards; Perioperative safety

The purpose of this paper is to present a computerized integrated project management system and report results of a survey on the effectiveness of the system. The system consists of a scheduling system, material management system, labor/equipment system, and safety/quality control system. The backbone system is a scheduling system that adopts a production planning system and a project scheduling system. The lowest level in the scheduling system is a daily work management system, which is linked to each functional management system (i.e. material management system, labor/equipment system, and safety/quality control system). The paper focuses on the material management and scheduling systems to implement a material “pull” system to reduce material inventories on site. Details of material management and scheduling systems are discussed, and a sample application is presented to demonstrate the features of the proposed computer application system. The paper presents practitioners and researchers with a practical tool to integrate material management and scheduling systems for site personnel.

Management of the devices in a Wideband SATCOM enterprise Earth terminal facility (ETF) is currently fragmented among multiple systems, and some of these legacy systems provide only limited functionality. This paper describes the architecture of a consolidated system to manage the elements of an ETF. Such a system can offer a number of benefits. First, the ETF management system can provide a consolidated, flexible ¿northbound¿ interface to one or more higher-level, centralized management systems, replacing legacy monitoring and control orderwires and bringing the flexibility of the Internet Protocol to extend richer management visibility outside of the terminal facility while avoiding the use of expensive SATCOM resources for management overhead when terrestrial IP paths are available This interface will be built using Service-Oriented Architecture (SOA) principles and web services technologies, in accordance with current practice within the community of stakeholders in the system. The ETF management system can offer local operations staff a more complete operational picture of the terminal facilities and the services supported by the facility. The proposed management system will replace some of the multiple existing management systems, and interface with others. Finally, the system can locally store the administrative state of devices in the facility, allowing restoral of device configuration in case of replacement or repair. The locally-stored administrative state may also be imported or exported to the management system. This system state ¿cache¿ feature can serve as a basis for a future policy-based management capability.

The paper is devoted to the development of strategic management systems for companies and organizations to solve two problems that are typical for the current level of these systems: insufficient synchronization of strategic management systems with operational management systems and insufficient adaptability of strategic management systems to changes in external environment. To solve the first problem, for each category of objects in the operational management system is proposed to use a separate internal perspective in strategic management system. To solve the second problem, for each internal perspective is proposed to include in the system one additional external perspective reflecting the state of the environment. The problem of strategic management is formulated as the problem of Systemic Learning. To solve it, a combined active-passive algorithm of Systemic Learning is proposed. The presence of the passive component is due a lot of time between the individual decision making (month, quarter), during this time complex calculations can be performed. For a set of scenarios with a relatively high probability, all states and possible transitions between them will be calculated for entire depth of the forecasting period. To ensure high adaptation to changing of external conditions, the developed algorithm has an active component. After each step, information on trends, target values of indicators and probability of scenarios are updated, sets of initiatives may be changed. The architecture of the system’s prototype capable of implementing the proposed ideas contains two parallel running On-Premise instances of the strategic management solution as well as additional modules for Systemic Learning algorithm execution and scenario network’s maintenance.

The paper introduces a generic object model that makes instances of a network service accessible to the management system. This way, an open interface between the service delivery and the service management systems is defined. The model includes a set of cooperating objects that can be customized for particular service and management requirements. By applying this model to the design of mcast, an ATM multicast service, the authors enable the management system to monitor and control mcast sessions. To validate their approach, they have implemented mcast and the management functions on two different platforms: (1) on a high-performance emulation platform, which allows one to study the system's dynamic behavior and scaling properties in various scenarios; (2) on a broadband testbed running xbind, on which network services can be fully implemented, including the transport between multimedia devices. CORBA technology is used for building the service control system as well as the management system.

A Decision Support System (DSS) can be used to structure information in a way that leads to improveddecision making for natural resources. The decisions will only be as good as the information on which they are based. Asthe applications of a DSS are outpacing the available databases and simulation models, there is an increasing reliance onexpert opinion for information on resource management systems. As a result, the effect of information source on theoutcome from the DSS is an important issue. This article compares the outcomes from a prototype DSS (P-DSS) developedby the USDA-ARS Southwest Watershed Research Center in Tucson, Arizona, when measured data and expert opinion areused to quantify eight decision criteria in the evaluation of four management systems (yearlong and rotation grazing,each with mesquite trees (Prosopis velutina Woot.) retained or removed) for semiarid rangelands. The decision criteriaare sediment yield, channel erosion, runoff rate and quantity, rangeland condition, aboveground net production, andwildlife habitat for quail and javelina, although the analysis is not restricted to these criteria. When measured data areused to quantify the decision criteria, rotation grazing with mesquite removed is the preferred management system,whereas yearlong grazing is the preferred system when expert opinion is used. The experts also directly ranked the fourmanagement systems. The difference between the experts ranking and the P-DSS results based on expert inputs is aconcern for future use of decision support system technology, particularly when information sources are blended.

This study aims to identify the issues and challenges within Shandong's disaster emergency resource management system and propose practical improvement plans to enhance its efficiency and responsiveness, thereby reducing the impact of disasters. In Shandong province, several key issues are identified in the management of disaster emergency resources: suboptimal management system for emergency resource reserves; structural deficiencies in emergency resource reserves; the gap in professional talent: challenges and strategies; limited legal oversight in management systems; and inadequate rotation of emergency resources. To address these challenges, we suggest practical improvement strategies: enhancing the reserve management system; strengthening the foundations of legal framework development; enhancing the efficacy of talent development programs; optimizing the rotation system for emergency resource management; advancements in infrastructure development strategies.