HSE培训AES-Safety-Management-Workshop---Contractor-M.pptx

Safety Is Our Way of Life2010 AES Safety Management Workshop2010年爱依斯安全管理研讨会年爱依斯安全管理研讨会Contractor Management承包商管理承包商管理2Agenda 日程安排日程安排Introduction to an Apex Project 介介绍一个一个 Apex 项目目Problem Statement 关于关于问题的的陈述述Issues 问题Root Causes 根本原因根本原因Solutions 解决方案解决方案Action Plans 行行动计划划3Introduction to an Apex Project介介绍一个一个Apex 项目目Group Indentified an issue with Contractor Safety Performance 发现承包商安全表承包商安全表现的某一个的某一个问题Multi-disciplinary group was assembled to address the issue 组成多个成多个惩戒小戒小组，并解决，并解决问题APEXformat was used 使用了使用了 APEX 格式格式4Problem Statement 问题说明明Because of the way we select,manage,communicate with,and evaluate contractors,AES is experiencing an inordinate amount of contractor accidents and serious near misses.因我因我们选择、管理、管理、评估承包商及与承包商沟通方面的估承包商及与承包商沟通方面的问题，爱依斯正依斯正经历大量的承包商事故及大量的承包商事故及严重的未遂事件重的未遂事件How to solve5Issues 问题Issues were brainstormed&organized into three main categories and than prioritized(SMS Categories)经分析，分析，问题被分被分为三大三大类，并被排出解决的，并被排出解决的优先先顺序序People(Structure)人（人（结构）构）Process(Processes and Actions)过程（程（过程和行程和行动）Policy(Leadership)政策（政策（领导层）6Issues 问题People(Structure)人（人（结构）构）Contract Administrators manage too many contractors at one time 合同管理合同管理员同同时管理的合同太多管理的合同太多Contract Administrator Training needs improvement 合同管理合同管理员培培训需改需改进Contractors with unacceptable safety performance are not held accountable 为要求安全表要求安全表现不好的承包商不好的承包商负责Contractor Safety Orientation is inadequate 承包商安全承包商安全辅导不充分不充分Lack of Contractor oversight 缺乏承包商疏忽缺乏承包商疏忽Insufficient on-going communication with contractors 与承包商正在与承包商正在进行的沟行的沟通不充分通不充分7Issues 问题Process(Processes and Actions)过程（程（过程和行程和行动）Prequalification process needs improvement 资格格预审过程需改程需改进Job Hazard Analyses are inadequate 岗位危位危险分析不充分分析不充分Lack of follow-up with contractor to evaluate and discuss performance 未跟踪承包商，未要求其分析和未跟踪承包商，未要求其分析和讨论其表其表现8Issues 问题Policy(Leadership)政策（政策（领导层）Lack of enforcement of Safety Rules 缺乏安全制度的缺乏安全制度的强制制执行行Policy is inconsistently interpreted from business to business 政策的解政策的解释因因为业务单位不同而位不同而变Site security is inconsistent 现场安全不安全不连续Time and Money pressures dominate decisions 时间和金和金钱因素主宰了决策因素主宰了决策9Root Causes 根本原因根本原因Five Whys 五个五个为什么什么Issue Lack of enforcement of Contractor Safety Program 问题 缺乏缺乏对承包商安全程序的承包商安全程序的强制制执行行Why Unclear Expectations by Contract Administrators 为什么什么-合同管理合同管理员的目的目标不清晰不清晰Why Refresher Training is not effective 为什么什么-提示性培提示性培训不不够有效有效Why Perception exists that leaders do not value the program 为什么什么 存在着存在着领导不重不重视程序的程序的观念念Why Contractor Safety Not Perceived as high risk为什么为什么-承包商安全未被视为高风险承包商安全未被视为高风险Reactive Culture 反反应式文化式文化 10Root Causes 根本原因根本原因Issue Lack of enforcement of Contractor Safety Program 问题问题-缺乏对承包商安全程序的强制执行缺乏对承包商安全程序的强制执行RC Training is ineffective because Reactive Culture does not perceive risk 因因为反反应式文化不式文化不发现风险，所以培，所以培训效率低效率低RC Safety Program trainers are not well qualified 安全程序培安全程序培训人人员不合格不合格RC Paper work for reporting incidents prevents full reporting 报告事件的文件阻碍了告事件的文件阻碍了对事件的完整事件的完整报告告RC No formal disciplinary program for contractors 未未对承包商制承包商制订出正式的出正式的惩戒性戒性规定定RC-Corporate Initiatives add significantly to time burden and less time for contractor oversight 公司的公司的积极措施增加了极措施增加了时间负担，所以承包商工作担，所以承包商工作时间少，造成了疏忽少，造成了疏忽11Root Causes 根本原因根本原因Issue Contractor Qualification process is not effective 问题 承包商承包商资格格审查过程无程无够有效有效RC No formal program in place with minimum acceptable safety performance thresholds to qualify contactors 未制定出正式的程序，因此未制定出正式的程序，因此对可接受的安全表可接受的安全表现未未设定出定出用以用以资格格审查的最低要求。的最低要求。RC No documentation in place to hand off safety responsibilities from AES to contractors 无文件档案无文件档案证明已明已经将将责任从任从爱依斯依斯转给了承包商了承包商RC Businesses are unsure how to develop an effective Contractor Qualification Program 各各业务单位不知道如何制定出有效的承包商位不知道如何制定出有效的承包商资格格审查程序程序12Solution Ideas 解决方案解决方案1.Identify/Create rotating relief work force to cover outage peak periods 发现/创造出倒班方法，减造出倒班方法，减轻员工工队伍的伍的压力，以力，以应对停机停机调峰峰时段段2.Analyze structure of NA businesses to identify inefficiencies that could be corrected through reorganization or consolidation 分析分析 有有问题的的业务单位的位的结构，找出那些可通构，找出那些可通过组织重构或合并而得到重构或合并而得到纠正的低效率正的低效率问题3.Hire third party Contract Monitors 雇用第三方合同雇用第三方合同监督督员4.Require some contractors to provide their own people to perform certain contract administrators duties 要求一些承包商派出其自己要求一些承包商派出其自己员工承担某些合同管理工承担某些合同管理员的的职责5.Relieve contract administrators of other duties 将合同管理将合同管理员的其它的其它职责剥离剥离6.Create dedicated Contract Administrator positions 创造出造出专职合同管理合同管理员的的职位位7.Improve process to solicit help from other businesses by requesting help well in advance and ask business Leaders to encourage support from other businesses 通通过提前要求帮助，提前要求帮助，寻求从其它求从其它业务单位位获得帮助，得帮助，进而改而改进过程，并程，并请领导对来自其它来自其它单位的支持位的支持进行鼓励行鼓励8.Create a formal Contract Administrator Roles and Responsibilities Document 制定出一份正式的合同制定出一份正式的合同管理管理员角色和角色和职责的文件的文件9.Review CA practices at other NA groups for best practices and adopt those practices 让其它不合格其它不合格小小组审核合同管理核合同管理员的做法，以便找到最佳的做法，以便找到最佳办法，并采法，并采纳该等最佳等最佳办法法10.Review CA roles and responsibilities with CAs annually 每年与合同管理每年与合同管理员一起一起审核合同管理核合同管理员的角色的角色和和职责13Solutions 解决方案解决方案High高高Low 低低Difficult 难Easy 容易容易Ease of Implementation 容易落容易落实的的Potential Impact1632578910414Action Plans 行行动计划划What 什么什么Why为什么什么Who谁When何何时Where何何处How如何如何How much成本多成本多少少Relieve contract administrators of other duties将合同管理员的其它职责剥离Reduces work load increases efficiency减少工作负荷，提高效率8/31/10NAW businessesNAW 业务单位Issue new contract Administrator job Description颁发新的合同管理员岗位要求Man hours人工时