Page 20 - Suncor 360 - September 2014 - English

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FEATURE
SEPTEMBER 2014
360

Managing change on the front lines

Andrea Hine has seen irst-hand what could go wrong when the right

people aren’t consulted about change.

Not long ago, she was on a team initiating implementation of the Knowledge Andrea Ross, team lead MOC, Business

a costly and complex project to overhaul
Management System (KMS)-MOC tool, Services, says it’s important we take MOC
a piping system at one of our plants.
which enables people to properly execute seriously. ”The value of well-planned

The project carried considerable risks. change and share best practices and change is signiicant,” she says. “It
Several months into the process, the learnings across the organization.
ultimately reduces incidents, improves

Management of Change (MOC) team safety, and protects our reputation and the
made an important realization.
An Element 5 MOC toolkit has been environments in which we operate.”
provided to leaders with suggested

“Key disciplines were not initially involved activities for implementing the standard for

in approving this major change to our management of change. The KMS-MOC
piping system, and when they were tool is being rolled out in phases and will

consulted, we found the pump issue could be implemented across most business units
be solved with an eight-foot bypass pipe by January 2015.

that was never installed as part of the
original design,” says Andrea, EIT –

corrective actions & MOC, Upstream.
360+
“It turned out to be a relatively easy ix.”

Learn more about “Had this MOC been executed effectively
MOC on the Core > in the beginning, the team would have
Departments >
EH&S > Safety > done the right consultation much earlier,”
Management of Change.
she says. “It’s imperative that the right
people bring their expertise forward.

It’s also important to stay open-minded
and adaptable as new information

becomes available.”

The ABCs of MOC

Andrea’s example illustrates why effectively
managing change is so crucial. It’s part of
Common misconceptions about MOC
Andrea Hine knows
how we do business across Suncor – the value of MOC.
Element 5 of the Operational Excellence
Adapted from July 2013 edition of RxToday
Management System.
‘But I am not making a real modiication. I am

just making a tweak.’ If you are not leaving Management of change is not
Element 5 outlines clear requirements for the part/equipment/business system exactly the change management
managing change – from complex technical way that it was before starting the work, then
you have made a change.
and design overhauls to seemingly routine Management of change is a process
tweaks to how or when we do something. ‘I don’t have time to wait for the MOC used to ensure risks that arise from
evaluation. This is an emergency!’ During an change are identiied, treated
It applies to changes that we manage and controlled.
internally as well as those managed by third emergency is precisely when the self-discipline
imposed by a well-established MOC process
parties working on behalf of Suncor.
is necessary. When an airliner has an in-light Change management helps people to
problem, the pilots don’t do the irst thing that move to a future state by addressing
comes to mind, they adhere to procedure.
the impacts on role, skill, knowledge
Improvements and updates continue on and behaviour.
our MOC approach. This includes a revised
‘But MOC won’t catch every possible problem,
MOC standard and the enterprise-wide
so why do it?’ Risk management is all about
changing the odds to be more in your favour.