QA/QC Technical Professional
Halliburton Energy Services
Total years of experience :35 years, 9 Months
Managed QHSE functions within the Internal Equipment Maintenance Department (IEM) that maintains the equipment for the Company Product Service Lines (PSL's: Cementing, Coil Tubing, Wireline, Baroid, Nitrogen, Sand Control), from Mechanical, Electrical, and Instrument Lab, Pressure Control Group (PCG), Manufacturing and Rebuild Department, and Maintenance/Engineering Support Team (MST).
• Led regular internal Process and 5S Audits, reviewed and maintained the Quality Management System (QMS).
• Identified and resolved areas of inefficiency and used quality management tools including Correction Prevention Improvement (CPI) and customer survey to implement continuous improvements in Service Quality and HSE practice.
• Contributed to and oversaw monthly HSE tiered inspections with Hazard Observation Card (HOC) and the Behavioural Based Observation (BBS) Program throughout company’s workshops and departments.
• Led Tap Root (Root Cause Analysis) investigations for major incidents and Non-Conformance Reports (NCR), saving tens of thousands of dollars by identifying poor, inefficient, and dangerous work practices whilst implementing changes to prevent potential recurrence, reducing Non- Productive Time (NPT) and liaising with customers to maintain company reputation within the competitive marketplace.
• Certified equipment in accordance to company global/UK standards and international/industry standards to include pressure testing, hose manufacture and testing, fabrication, NDT and MPI. Conducted vendor audits to resolve Service Quality and certification issues.
• Trained Emergency Responder.
Key Contributions:
Applying lean management practices, significantly improved workshop efficiency. By streamlining work methods and check sheets, improved effectiveness and accuracy, vital for the introduction of scheduling and planning, facilitating the smooth transition to a digital format.
Slashed service costs significantly (Hundreds of Dollars/Unit Annually), extended time between oil changes, and facilitated earlier detection of catastrophic engine/transmission failure (Excess of $30K/unit), by developing and implementing an oil/fluid analysis process that evaluates product quality and determine most appropriate and economic engine/transmission oil/fluid replacement timetable.
Dramatically reduced refresher training costs >70% by implementing web-based training whilst also providing greater flexibility to accommodate department workloads.
Collaborated closely with certification teams and third-party inspectors to verify equipment is fit for purpose, accuracy of documentation, and compliance with European and International specifications. (CE Marking, EN, ISO Standards)
Played key role in developing new welding procedures to replace old, outdated procedures and bring welding process in compliance with new, mandated requirements.
Significantly improved safety for the AMOT Engine Emergency Shut-Down System by analysing and leveraging lessons learnt from a Tap Root investigation to develop a new training program and fully operational training system.
Successfully investigating 4 major cooling fan failures, identifying individual root causes, and collaborating with the engineering team to implement MOC and continual improvements to prevent re-occurrences.
Completed a detailed metallurgic investigation into a failed transmission, playing a key role that led to developing and implementing a new, more effective condition-based monitoring, oil analysis process.
• Pivotal point for all QA matters; championed internal audits and improvements and change management to streamline systems and processes from cradle to grave whilst ensuring compliance with industry standards. (ISO 9001, CAP 437)
• Created and maintained electronic document management systems for company and projects. Managed Hire Fleet of heli-fuel and waste oil tanks; conducted visual inspections and verified current certification aligned with DNV2.7-1, EN12079-1.
• Developed project quality plans and maintained quality management system (QMS).
• Identified and implemented corrective and preventive measures to facilitate NCR and OFI close-out.
• Supported supply chain management with vendor audits to validate supplier and subcontractor approval, assessment, and risk management.
Key Contributions:
Scheduled and Conducted Internal Audits of CMS to ensure compliance with ISO 9001, delivering continuous improvement. Coordinated Opportunities for Improvement (OFI) following DNV or Achilles FPAL Audits.
Developed Goods-in and Inspection process, creating and maintaining the electronic document control systems for the company and projects, assuring dimensional and material accuracy and that all certification was correct.
Managed the Hire Fleet of Heli-fuel and Waste Oil Tanks, visual inspections, MPI of lifting points, sling condition, ensuring current certification was in accordance with (BS7072, DNV2.7-1, EN12079-1).
Managed company certification registers for project and stock materials and company assets.
Collaborated with project engineer to ensure activities conformed with ISO 9001 (2008), CAP 437, Pressure Equipment Directive (PED 97/23/EC), and compilation of MDB’s at end of each project.
Maintain Company MSDS Register, carrying out Risk Assessment of all products used, removing hazardous products from the processes or replacing with a less hazardous alternative.
Leveraged in-depth experience and knowledge to advise and guide the Safety and Quality Action Group to develop, discuss, and improve safety and quality issues on a companywide basis. Ensured daily activities complied with CMS procedures and were aligned with aviation regulations. Directed fuel sampling process to verify fuel quality of fuel received and supplied to the aircraft, both fixed wing and helicopters.
Key Contributions:
Played active role as part of Quality and Safety Action Group.
Provided Fire Awareness Training for Aberdeen Base Staff and Air Crew aligned with BAA standards.
Conducted regular fuel quality checks to ensure conformance with CAP 748.
Conducted daily activities aligned to company procedures and in compliance with aviation regulations.
Casa Marchini manufactured luxury dairy products and a range of desserts. As QHSE Manager, responsible for the management of the company Quality Management and Safety Management Systems to develop safe operating procedures within the factory that met stringent Food Standards Regulations as well as Health and Safety Regulations.
Key Contributions:
• Supervision and mentoring of the manufacturing and operations team in all quality and operational matters.
• Driver of the Company Quality Management System, instilling an environment of continual improvement.
• Scheduled and led all internal and external vendor audits.
• Monitored product and service quality with regards all suppliers.
• Promoted the use of quality tools, principles and objectives.
• Promoted constant evaluation of Company Safety Management System and procedures.
• Managed the company ‘Stop Card’ system to ensure close-out, of all matters raised.
• Maintained the MSDS Register, constantly looking to replace any products with less hazardous alternatives.
• Managed the Company Environmental Policy, driving minimal waste and energy efficiency.
• Development and management of HACCP systems including all staff training.
• Managed the tendering process.
RGIT Survival was the market leader in the provision of offshore survival training and medical support. Worked closely with senior management to set up improvement initiatives for all services targeted at RGIT Survival’s clients. Liaised with senior oil company personnel to strengthen new and existing business relationships that ensured the smooth running and growth of the business in the North Sea, Middle East, Balkans and the Far East.
Key Contributions:
• Managed the company Quality Management System and Procedures.
• Ensured service quality was continually enhanced.
• Staff development and motivation to ensure consistently high standards of performance and effectiveness.
• Main driver of service quality with regards to training and competency.
• Managed customer contact support and liaison.
• Monitored customer feedback.
• Worked with the H&S Manager ensuring the Health and Safety Policy was effectively applied.
International Paper was the UK’s largest manufacturer of photo copy and printing offset paper. Reported directly to the owner and senior management team. Travelled widely throughout the UK as customer liaison and specialised in dealing with technical issues experienced in the use of the products.
Key Contributions:
• Involved with the company Quality Management System to support the attainment of BS5750.
• Ensured service quality was continually enhanced.
• Instigated a successful company suggestion scheme that encouraged improvements to quality, safety and efficiency, which saved thousands of pounds annually.
• Overall responsibility as print buyer for stationery, marketing materials and the extensive packaging range used to wrap and pack the company products.
• Developed innovative new packaging solutions to run more efficiently on the highly automated cutting and packing lines.
• Instigated/managed the production of the quarterly company Business and Safety Newsletter.
• Played a central role with UK and European agents in customer support liaison to determine how actions within the mill, impacted their business prior to effective solutions being found to satisfy company and customers.
• By way of the Company Newsletters, encouraged customer dialogue and monitored customer feedback to improve the quality of products and service quality.
• Worked closely with the Health and Safety Manager, to ensure the Health and Safety Policy was effectively applied and communicated to the 550-strong work-force.
• Conducted national customer visits, building relationships and updating them on new product developments.
• Carried out technical investigations to resolve printing issues encountered with the products.
Reporting directly to the Managing Director, supervised and managed a team of six, who provided Logistical and HM Customs & Excise services, including Document Control support for Oil & Gas Producers and Service Companies. Exposed to a wide array of oil related disciplines from drilling, production, sub-sea and diving, resulted in gaining a broad knowledge of the workings of the oil industry, as well as the equipment and technology being utilised.
Key Contributions:
• Management of Inwards Processing Relief (IPR) and Free Circulating Goods (FCG) documentation requirements for shipping equipment to/from the UK continental shelf and worldwide.
• Updated and maintained client inventory records to the highest of standards, demanded by HM Customs and Excise (HM C&E) for Audit Trail management.
• Carried out random audits to verify the standard of document control and record keeping was of a sufficiently high standard.
• Managed HM C&E Audits on behalf of Logman clients.
• Increased sales with existing customers and developed a new customer base.
• Responsible for all team training relating to work carried out in the UK Continental Shelf.
• Provided Consultancy Services when companies encountered difficulties with HM Customs and Excise. Identified and rectified problem areas before putting systems in place, to prevent future occurrence.
Root Cause The most basic cause (or causes) that can reasonably be identified that management has control to fix and when fixed, will prevent (or significantly reduce the likelihood of) the problem’s recurrence. Mark Paradies and David Busch started developing this definition in 1985. They quickly found that not everyone would agree with this definition. However, several key ideas sprung from the definition that became the bedrock upon which the TapRooT(R) System was built. First, when one finds a root cause, one has found something that management can fix that will prevent the problem’s recurrence. This is a key because it keeps one looking until a fixable solution can be found. Second, the definition targets problems that are within management’s grasp to fix. For example, one might say that the root cause of a fall is gravity. This would not be a root cause by this definition because management can’t fix gravity. Third, the definition helps answer the always troubling question of how much investigative effort is enough. This question really comes down to a trade-off between a “reasonable” effort (usually defined as the least possible effort) and finding the “most basic” cause(s) (sometimes seen as a never ending quest if people can’t agree on the definition of a “basic cause”). The final arbitrator between these two competing priorities (timeliness and completeness) is the requirement to find the fixable causes of an incident that, when corrected, will prevent the incident’s recurrence. Therefore, an investigator has expended a “reasonable” effort if one has identified the fixable causes of an incident. Fourth, the definition implies that a problem may have more than one root cause. In their early experience investigating and reviewing hundreds of incidents they found that, on the average, incidents had two to three root causes per simple incident (a simple incident is one with one or two causal factors). In their experience with more complex incidents in more complex systems (with multiple safeguards and multiple causal factors in the incident), they often found 10 or more root causes (things that can be improved) in a single, complex incident. allowing for multiple root causes stops the arguments over which cause is the “rootiest” of the root causes. Any cause for a problem that fits the definition is one of the problem’s root causes. This is true even if the cause only made the problem worse or more likely. Their definition is a jumping off point in the search for a tool that will help a problem solver find fixable root causes. The definition is helpful in the search for root causes, but it is not sufficient. So they had to do more than just develop a definition. They had to develop a system to find root causes. So the definition started the development of an advanced root cause analysis tool: TapRooT(R) System and the Root Cause Tree(R). The Root Cause Tree(R) gives an investigator an operational definition of “What is a root cause?” Thus the definition becomes less important when you have a tool that can help you consistently meet the goals of the definition – stopping problems from recurring by implementing successful corrective actions. For more information on TapRooT(R) and the Root Cause Tree(R) read the TapRooT(R) Book.
This is an International Register of Certificated Auditors (IRCA) certified training course that satisfies the ISO 9001:2008 knowledge element of the formal training requirement for individuals seeking certification under the IRCA Internal QMS Auditor Certification Scheme.
This is an International Register of Certificated Auditors (IRCA) certified training course that satisfies the ISO 9001:2008 knowledge element of the formal training requirement for individuals seeking certification under the IRCA Internal QMS Auditor Certification Scheme.
MSc Pure Science was a Science degree that gave flexibility to study a number of science topics: Chemistry, Bio-chemistry, Physiology, Geology, Immunology, Genetics, Cell Biology, General Biology, Marine Biology. This produced students with well rounded skills and approach to science and how the natural world works, involving mathematics, research and experimentation, investigative skills, problem solving, report writing and presentation skills.
The first tier of examination was Ordinary Grade and you could stay on at secondary school and complete the next tier which was the Higher Grade. It was a prerequisite that you complete the Ordinary-Grade first before progressing onto the Higher Grade which was at a greater level of knowledge.
The first tier of examination was Ordinary Grade and you could stay on at secondary school and complete the next tier which was the Higher Grade. It was a prerequisite that you complete the Ordinary-Grade first before progressing onto the Higher Grade which was at a greater level of knowledge.
The first tier of examination was Ordinary Grade and you could stay on at secondary school and complete the next tier which was the Higher Grade. It was a prerequisite that you complete the Ordinary-Grade first before progressing onto the Higher Grade which was at a greater level of knowledge.
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