London Branch Meeting Thursday 11 January 2018 Agenda: 15:00 - - - PowerPoint PPT Presentation

London Branch Meeting

Thursday 11 January 2018

Agenda:

15:00 - Doors open 15:15 - Welcome and introduction 15:30 - Presentation: An Integrated Approach to Performance Measurement by John Nelson 16:00 - Questions and closing comments 16:15 – IIRSM Update: IIRSM CEO Phillip Pearson 16:30 - Networking 16:45 - Close

Welcome & introduction

IIRSM CEO: Phillip Pearson

An integrated approach to performance measurement

John Nelson

Findings

Context

MITIE Asset Management

Framework

Risk Management

• Anticipate, respond, recover

and learn to reduce the missed opportunities and minimise risks.

Governance

• Providing the assurance to

achieve our strategic

• bjectives and achievement
• f agreed and acceptable
• utcome or results

Learning

• To deliver continual and

sustainable improvements in all that we do

Project Lifecycle

Prospect Sales Validation Delivery Testing & Commissioning Operation & Maintenance Handback

Performance Measurement

KEY PERFORMANCE MEASURES

“formal measure of achievement; allows MAM to track progress against recognised standard” LEADING & LAGGING INDICATORS “hard data which may be analysed”

KEY OBJECTIVES

the “influencer “; accelerates

• r decelerates progress

(achievement)

Established Excellence Models

EFQM Excellence Model Risk Management Maturity Model Asset Management Excellence Model BS EN ISO 9004; Managing for the sustained success success of an organization Safety Culture Maturity Model

Partnership

AMCL Asset Management Excellence Model: Maturity Scale (AMEM)

Partnership

This diagram shows the Asset Management Maturity Scale. In order to achieve the Excellence Model an organisation needs to be scoring above 70%. The organisation is scoring just below 35%. By addressing all the PAS 55 Major & Minor non-conformances (see next slide) the organisation will be moving closer to the Excellence model. These actions were completed through the implementation of Project TOM.

Moving towards excellence

This diagram shows the score against each of the PAS 55 requirements (24) In order to achieve the excellence model we needed to hit 70% on all subjects. In order to see if we were moving towards the Excellence Model we looked at all Major & Minor non conformances. The diagram also shows the PAS 55 clauses that were being addressed via the implementation of Project TOM, therefore moving beyond both PAS 55 and closer to Excellence. The 24 subjects in this model largely represent the 39 subjects in the AMEM.

Quality Management Approach

Key Performance Measures

1 2 3 4 5

Customer Focus Leadership Involvement Of People Process Approach System Approach to Management Continual Improvement Factual Approach to Decision Making Mutually Beneficial Supplier Relationship

Performance Measurement

Clear accountabilities and job description for all Business opportunities that meet risk appetite Benchmark against peer group Corporate Health & Safety Performance Index Quality Management Guidelines for Realizing Financial & Economic Benefits Asset Management Excellence Model Visible engagement with staff Measurement and analysis of feedback from employee surveys ISO 10014 CHaSPI AMEM KEY PERFORMANCE MEASURES “formal measure of achievement; allows MAM to track progress against recognised standard” LEADING & LAGGING (PERFORMANCE) INDICATORS “hard data which may be analysed” Leadership Culture People Risk Management Performance Improvement KEY OBJECTIVES the “influencer”; accelerates or decelerates progress (achievement) Risk Committee/ AMSG established Stewardship & Governance Accident frequency rates Increase in near miss reporting Accidents & Incidents Asset failure rates Assets performing to requirements Asset Management Number incidents; lack of training Authorisations tally with competence Competence Number NC’s not closed out Improvement captured thru’ audits Continual Improvement

• No. assets

failing to meet specification

• No. assets meeting design

specification Design Management Contingency plans ineffective on use

• No. people trained for

emergencies Emergency Preparedness & Incident Management Poor comms. lead to unwanted results Communication of business performance Employee Involvement Enforcement action taken All legal contract req’ments identified Legal, Contractual & Other Number

• f non-conformities

Statutory inspections carried out Monitoring, Audit & Review Volume water used per sqm Measure use of natural resources Natural Resources Reportable cases of ill health Statutory health assessments Occupational Health & Wellbeing Failure to control PTW activities Number of permits closed Permit To Work Failure to meet agreed KPI Contractors approved as per procedure Supply Chain Management Incorrect procedure implemented Procedures meet business requirements Systems & Process Example lagging indicator Example leading indicator

KEY:

Number of persons using EAP Percentage of work related absences Absence Management Energy usage & CO2 emission Number of energy interventions Energy Management Number of BCP’s not fit for purpose Frequency of periodic tests

• f BCP

Business Continuity

Appendix

Target Operating Model

STRATEGY & RISK MANAGEMENT ORGANISATION & CAPABILITY SYSTEMS & PROCESSES PERFORMANCE MANAGEMENT GOVERNANCE & POLICIES TOOLS & TECHNOLOGY

1 2 3

Business Process Re-engineering

21

Decision Making

To ensure that the appropriate performance measures were applied the following rules were observed:

• 1. Objective, easy to measure and collect;
• 2. Relevant

to the

• rganisation

and groups whose performance is being measured;

• 3. Providing immediate and reliable indications of the level of

performance;

• 4. Cost efficient in terms of the equipment, personnel and

additional technology required to gather the information;

• 5. Understood and owned by those whose performance is

being measured.

Rules

John Nelson Email: jcnelson@Hotmail.co.uk Mobile: 07912 609357

Thank you. Any further questions?..........

Questions and closing comments

IIRSM Update:

IIRSM CEO Phillip Pearson

Networking