This article seeks to provide top management people with some useful observations about management issues and needs in the context of preserving service levels at a domestic oil and gas firm, whilst seeking to improve the level of infor eam maintenance customer service. When considering a management review P&G must have already met ISO 9001 2000, the foremost globally accepted Quality Management Standard. Management reviews are often known as P quarterly reviews are more relevant when considering the review than the annual review.
There are four key factors to be considered.
1. The attitudes and behaviours of top management along with the organisation’s policies, goals and structure (all of which impact on staff and customers).
2. Roles and responsibilities required by the organisation’s policies, goals and structure (all of which impact on staff and customers).
3. Staff training approaches used and the extent to which they are still relevant.
4. The infor eam maintenance systems approach used by the organisation; including the systems for meeting strategic objectives, policies and processes and performance management.
Problems in this process are management commitment to ensure effective action is taken, particularly in providing management skills and approaches and other key stakeholders with access to information needed to make ideas work. Another key consideration is the management review‘s independence from personnel issues. Employees who are disgruntled with the medium or they have fear of losing their job or the ability to gain advanced assignment within the organisation have been known to be more disruptive and’ damaging in the management of the infor eam maintenance organisation in reality than good.
Another critical issue is flexibility. Having staff who are built for immediate results without the knowledge a process is followed potentially creates a problem related to competitive forces in service.
How next to the needs assessment process must be the development of Key Performance Indicators (KPI’s) and Key Performance Indicators discussing the individual activities which ensure service levels are sustained?
After considering the key issues concerning staff, customer service and the organisation’s infor eam maintenance policies and procedures it is necessary to incorporate the “development and implementation” of the Policy and Procedure Document including integrated messaging.
The wording in the policy and procedure document is sometimes superficial and leaves a lot to the interpretation of the actual meaning of the documentation, particularly when management and personnel are new to the policies and procedures Document.
The organisation should be willing to directly engage in the internal program referred to as the internal program.” Management of non-conformities is viewed as a key indicator for maintaining quality
Once staff are trained the management review process begins, namely the internal program referred to as the internal program.” This internal program incorporates quality planning and control systems and responsibilities which seek to improve internal and external communication and therefore ensure the effectiveness of the policies and procedures documented.” The internal review process aligns itself to defined processes for ensuring that changes to infor eam maintenance processes are communicated to the customer’s and personnel involved.
An effective performance management process with clear performance timelines is mandatory when considering that’s the policy of effective means of employee training and infor eam maintenance development.