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Executive Summary
Halliburtons service quality objective is to achieve distinctive service quality across all PSLs. Distinctive service quality is service that consistently meets or exceeds customer expectations. Our value propositions ENGINEERED FLUID SOLUTIONS CUSTOMIZED TO MAXIMIZE WELLBORE VALUE and ENGINEERED DRILLING WASTE MANAGEMENT SOLUTIONS CUSTOMIZED TO MAXIMIZE DRILLING EFFICIENCY summarizes how Baroid will achieve distinctive service quality and this document explains the process to be used and metrics that will be tracked as Baroid works towards the vision of Zero Incidents and customer recognition of our distinctive service quality.
NPT
Lagging Indicators
Customer Dissatisfaction
Management review and close out with customer required for each NPT and dissatisfaction incident. (document via CPI)
Processes Compliance
Technical Black Book People System Rationalization Business Acquisition
Leading Indicators
Personal Accountability
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The following Six Key Objectives will drive us towards our Distinctive Service Quality. Each of these objectives is linked to our overall vision of Zero Incidents and annual plans developed to support. Foster an environment of effective leadership and commitment, focusing on the customer intimacy required to deliver distinctive service quality Continuous improvement of our HMS processes and supporting SQ systems with emphasis on our BSS processes Training and competency of our Workforce for both HSE & Service Quality Continuously improve our technology and processes to improve reliability and mitigate HSE and SQ impacts Provide our employees a mechanism to communicate and escalate risk and perceived risk Verify our performance through a robust audit process and communicate key learnings to the organization
ST-GL-HAL-BAR-QA000 Rev B
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ST-GL-HAL-BAR-QA000 Rev B
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To consistently deliver our value proposition requires consistent execution of these processes across all sub-PSLs (Fluids, BSS, & HIPs), markets (transactional and contractual), and project types (simple vertical land wells and complex deepwater ERD wells). How Baroids Technical and Black Book process aligns with the Halliburton 7 mainstays is shown in the table below. Our primary focus in 2013 is to continue to elevate our processes and focus on audits around our mainstays and work practices. We will further improve our Training Center Process to include SQ Elements into all training and introduce a specialized school for BSS.
ST-GL-HAL-BAR-QA000 Rev B
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Technical Black Book Process Identify the Challenge & Solution Creation Operations Program Operations Execution, Critical First Well Execution, & Problem Resolution Knowledge Capture Present the Value
Halliburton Mainstay Linkage Developing Solutions Prepare Resources & Mobilize/Demobilize Resources Perform Services Complete Reports Review Performance
For 2013 we will continue to focus heavily on customer intimacy and strive to further improve our business around the process steps: Identify the Challenge and Present the Value. We will hold ourselves accountable to disciplined execution of our processes and we will make sure that our suppliers understand and are held accountable to those same standards. In 2013 we will implement a global culture of ownership within Supply Chain around our VQCA Process. We will continue to track supplier non-conformities using the SAP Q-Note System and improve our Supplier Audits through more engagement with the PSL and structuring audits around specification requirements, non-conformities, and VQCA. Every employee in Baroid impacts at least one of the above mainstay processes in some way. Data analysis indicates that the cause of over 60% of Baroids service quality incidents are attributable to non-compliance with our processes; as shown below. In 2012 we focused heavily on getting our processes up to date and into our HMS System. The 2012 Internal Survey identified Training as the largest need to improve our performance. In 2013 we will focus heavily on training through continued HMS Workshops and deploying a formalized BSS School in our Training Center.
ST-GL-HAL-BAR-QA000 Rev B
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People Process
% to plan of mud school, BSS school, Block I, and Block II certification % headcount with competencies completed % of headcount with overall Training Compliance (HalU)
ST-GL-HAL-BAR-QA000 Rev B
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4. Personal Accountability
The objective of Baroids people process is to staff the organization with skilled and competent employees. It does this by defining minimum requirements for recruitment, training, competency requirements for Baroid employees and outlining career paths. To achieve distinctive service quality, Baroid requires more than skilled and competent employees. We require all employees to accept full accountability for the role they play in delivering distinctive service quality. All employees need to be fully engaged in performing their roles to the best of their ability and in full alignment with our value proposition. Research shows that personal accountability increases when: 1. Supervisors take the time to explain to employees how the job they perform impacts Baroid success 2. Supervisors visibly demonstrate taking personal accountability themselves Personal Accountability Measurement We will measure personal accountability in 2013 by aligning PPRs directly to our overall business strategy and also tracking the following metrics: Non-job CPIs related to process not followed and closure of CPIs Number of SQ Stop Works Completed
ST-GL-HAL-BAR-QA000 Rev B
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