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Baroid Service Quality

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.

Baroid Service Quality Triangle

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

Compliance with Baroid mainstay processes is not optional

Leading Indicators

Personal Accountability

Every employee impacts our service quality

Engineered Fluid Solutions Customized to Maximize Wellbore Value

ST-GL-HAL-BAR- QA000 Rev B

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

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Baroid Service Quality

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

1. Being Responsive to All NPT Issues Involving Our Services


All NPT incidents related to our services must be recorded, whether or not it is caused by Baroid services or other factors. This will ensure an appropriate investigation is undertaken. All NPT should be recorded on the end of job KPI form. A KPI form is completed after every well. The end of job KPI form should be entered into the database within 72 hours of completion. Adjustments to reflect agreed NPT hours attributed by the customer to Baroid can be made when investigation is finalized and closed out with the customer. Whenever NPT occurs a CPI is required to be raised to track and document the resolution of the incident. The CPI is to be raised within 24 hours of the NPT incident and closed within 30 days. Notification of the NPT event together with the associated CPI number should be sent from the Country Manager to the region manager and appropriate global managers within 48 hours of the event. Initial customer meeting to take place within 3 days.

ST-GL-HAL-BAR-QA000 Rev B

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

Page 2

Baroid Service Quality Metrics Tracked Globally (all sub-PSLs):


1. Number of KPI forms completed (from global KPI database) 2. Number of NPT incidents (from global KPI database) 3. Total number of NPT hours (from global KPI database) 4. CPI close out rate for NPT events (from global CPI database) 5. Number of Significant and HIPO Incidents Investigated in 30 days 6. COPQ related to any SQ Events 7. KPI and CPI Data System Matching

2. Being Responsive to All Customer Dissatisfaction


After every well we ask our customers to complete our Customer Satisfaction Survey (CSS). This provides an important indicator of where we need to improve. We define Customer Dissatisfaction as customers marking No against their satisfaction with our HSE, equipment/products or personnel performance on the Customer Satisfaction Survey (CSS) which is completed after every well. The information from the CSS should be entered into the global database at the same time as the KPI information, i.e. within 72 hours of completion. The CSS is usually completed by the customers senior representative at the rig. At the discretion of the Baroid Region Technical Manager, the CSS can also be completed by a senior representative of the customers drilling team in the office. Whenever customer dissatisfaction is flagged, a CPI is also required to be raised to track and document the resolution of the incident. The CPI is to be raised within 24 hours of the Customer Dissatisfaction flag and closed within 30 days. Notification of the customer dissatisfaction event together with the associated CPI number should be sent from the country manager to the region manager and appropriate global managers within 48 hours of the event. Initial customer meeting to take place within 3 days.

ST-GL-HAL-BAR-QA000 Rev B

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

Page 3

Baroid Service Quality Metrics Tracked Globally (all sub-PSLs):


1. Number of CSS forms completed and dissatisfaction flags (from global KPI database) 2. CPI close out rate for customer dissatisfaction events (from global CPI database)

3. Performing All Work in Compliance with Our Processes


Baroids five mainstay processes are: Business Acquisition Process how we win work Technical Process how we develop our solutions Black Book Process how we execute our services System Rationalization Process - how we manage our product portfolio People Process how we develop our people

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

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

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Baroid Service Quality

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

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

Page 5

Baroid Service Quality

Process Compliance Metrics Tracked Globally:


Technical Process
% wells completed during the month with completed Technical Process Checklist (DFS/CFS only) % wells started during the month with lab test/lab report referenced in the Operations Program to support recommended formulations (DFS/CFS only) % critical first wells supported by a GTFA/Globally identified resource % wells with well issues that complied with Problem Resolution workflow Number of Solution Profiles submitted per region per month Number of Lessons Learned Completed in Global System

Black Book Process


% wells started with approved operations program uploaded in database % pre-spud calls conducted by Technical Professional (DFS/CFS only) % rigs with monthly tiered inspection completed (BSS only) % well recaps uploaded to global database within 30 days of end of well (DFS/CFS only) % compliance with process from assurance audits

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)

Halliburton HMS (Systems Management and Support Processes)


Number of Critical Processes Mapped Number of Processes Standardized Globally Number of Countries Audited (100% Completed in 5 years) % compliance with process from assurance audits (Effective Ratings) QA/QC Lead Time & Number of Suppliers Compliant with VQCA Process (tracked monthly)

ST-GL-HAL-BAR-QA000 Rev B

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

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Baroid Service Quality

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

December 28, 2012

Approved by: Chip Miller, VP-Baroid PSL

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