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Process Analysis

DuraBante utilizes proven tools and methodologies, which provide relevant and groundbreaking insights directed towards helping our clients make informed business decisions.

Program Development

A program that sustains the process must have a clear description of the philosophy, values, and principles that underlie it, provide guidance for all treatment decisions, record program decisions, and collect evaluations. These elements are used to promote consistency, integrity, and sustainable effort across all provider organization units.

Methodology & Framing

Foundational to a culture of continuous improvement with the focus on quality, cost and accelerated time to value are the results of implementing a process within in a standard framework.

Process Reengineering

Business Process Re-engineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality.

Tools & Modeling

Building competency through the development of tools creates ownership at the point of use.  Models that allow a process to be used for forecasting and risk analysis as well as tools for smooth implementation are essential success.

Process Management Framework

Foundational to a culture of continuous improvement with the focus on quality, cost, and accelerated time-to-value is the implementation of a “Process Management Framework.”

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Procedure Writing

Data Analysis

Team DuraBante utilizes proven tools and methodologies, which provide relevant and groundbreaking insights directed towards helping our clients make informed business decisions.

Procedure Development

The Procedure Development process builds the individual Procedures and includes review, verification and preliminary validation steps.

Procedure Development includes incorporating the gathered and validated information into templates based on the design standards.  These can include broad scoped Procedures, narrowly defined Instructions, and Checklists that outline the performance steps.

The level of effort is described by three groups of work:

  • Procedure, Level 1
  • Procedure, Level 2
  • Procedure, Level 3

Procedure, Level 1 – Assumes all information required in the procedure template is available electronically and has been verified and validated.  This effort is primarily a word processing function; moving existing information from a single procedure into a single template in the corresponding section

Procedure, Level 2 – In addition to the Format effort, multiple procedures and sources may generate a single procedure or conversely, Content from a single source procedure may be copied to different procedures.  All the information is available but must be reorganized as a system of procedures based on new Plant Procedure Index and function.

Procedure, Level 3 – In addition items included in Procedure Level 2, Elements of the Index are missing as well as sectional information needed to complete the template.  The additional effort is rooted in obtaining that information from plant personnel and files and completing the template with existing information.  The informational gaps are identified and recorded as open items in the procedure for future consideration.

Program Implementation

The Implementation and Training process at a program level implement Program Plans and supporting standards and specifications within multiple organizations.  The objectives of the program are advanced by training of personnel as well as dissemination of data and progress metrics towards program objectives.  The training and change management activities may be implemented across Corporate, Department, and Plant levels depending on the breadth of the program through these services:

  • Program User Guides
  • Change Communications
  • Training Materials
  • Computer Based Training
  • In-Person Training
  • Training Review

Implementation and Training include materials and services that effectively deliver new or changed information to an organization.  Preparing Change Communications within the affected organizations sets expectations and defines the context in which change is occurring.  Deliverables carried by this effort typically include; Program User Guides, Training Materials, Computer Based Training Modules.   In-Person Training is also offered to personnel affected by the program whether technical or administrative in nature. As part of the program, a Training Review is conducted of the delivered training to validate comprehension of the training material.  This feedback loop provides measured data that describes effectiveness through metrics and program controls that supports the sustainment of a program.

Program Support

DuraBante’s Program Support services are designed to ensure that activities are planned, managed, controlled, coordinated, and supervised to meet program goals, objectives, and stakeholder’s expectations.  It is critical to the success of any program that status, risks, issues and concerns be continually addressed and the risks mitigated.  In addition to program structure, industry experienced subject matter support provided as requested. DuraBante’s team apply a structured yet customized standards-based approach that enables one to measure progress of plant to program goals that meet specific organizational, equipment and business objectives.

  • Self-Audit
  • Gap Audit
  • Program Plans Revision

Two types of audit services are offered to accommodate variable and fixed scopes.  Both Self-Audits and Gap Audits can be done in an ad hoc manner or as part of a routine audit cycle.  A Self-Audit is used to accommodate the review and verification of a program, procedure, or set of documents where the review is limited to within the document and not between documents.  The effort depends on the number of elements to verify within each document resulting in varied effort.   To provide flexibility, this effort is priced as a Time and Expense effort and scope, price, and special terms and conditions defined in the Task Order.

A Gap-Audit is used to accommodate the review and verification of a fixed portion programs, procedures, or other unique set of documents.  The number of documents and elements within the review set is fixed in this approach.   It is priced as a Firm-Fixed Unit Cost effort per 1000-unit count that is the multiplication of the number of elements to be reviewed within a document and the number of documents reviewed.

Program Plans Revisions are minor changes and edits to an existing Program Plan resulting from program audit and review actions that are ad hoc as needed or routine as defined in the program plan.

Project Support

DuraBante’s Procedure Management Services are designed to ensure that activities are planned, managed, controlled, coordinated, supervised to meet program goals, objectives, and stakeholder’s expectations.  It is critical to the success of any program that status, risks, issues and concerns be continually addressed and the risks mitigated.  In addition to program structure, industry experienced subject matter support provided as requested. DuraBante’s team apply a structured yet customized standards-based approach that enables one to measure progress of plant to program goals that meet specific organizational, equipment and business objectives.

  • Verification & Validation Tests
  • Plant Procedure Program Plans
  • Plant Program Assessments

Verification and Validation are independent tests that are used together for checking that a procedure meets requirements and specifications of the supporting program and that it fulfills its intended purpose. Verification is performed prior to procedure revisions and is previously discussed above.  Validation tests are tests of effectiveness of the Procedure.  This is more subjective and asks the question, “Does this Procedure or Program meet the purpose and objectives intended?” Several functional Validation Tests are implemented including:

  • Source Validation
  • Use Validation
  • Table Top Validation
  • Drill Validation
  • Response Validation

Source Validation is the process of gathering, reviewing Source Documents listed in the procedure.  Record changes and make comments regarding the nature of the change on the working copy of the procedure.  Use Validation is the process of performing the task in the field as part of normal work using the procedure.  Record comments during the validation process on the working copy of the procedure.  Table Top Validation is the process where the procedure is read through, step by step, and potential problems with performance are recorded on the working copy. Drill Validation is the process where the procedure is taken to the work site (as applicable), comparing the information presented on the document to the actual tags and labels to ensure accuracy and consistency, and evaluating the ability to perform the steps as written, and recording potential problems with performance on the working copy.  Response Validation is the process that is used in response to a failure or a potential failure of a process most commonly used as part of a root cause analysis.  The procedure is to ensure accuracy and consistency, and evaluating the ability to perform the steps as written, and recording potential problems with performance on the working copy.

Similar to programmatic Performance Audits, Plant Program Assessments are performed on the documentation, records, and the effectiveness of the performance practitioners who are using the program but at a plant level.  This natural extension of the Procedure Program Plan drives sustainability of the larger program.  This assessment relates to the program philosophy, values, and principles; essential functions; and core activities specified in the practice profiles.  The Plant Program Assessments correlate actions with intended outcomes creating a measurable metric.  This can be done repeatedly in an ad hoc manner or as part of a routine revision cycle according to the individual Plant Procedure Program Plan.

System Documentation

The System Documentation phase provides a systematic methodology to identifying stakeholders and gathering supporting material for the creation of procedures.  The GUIDE Methodology provides a repeatable and measurable approach to the development of a Procedure Program Portfolio for Operations Organization that supports common objectives and communicates those as Descriptions.  By gathering consensus from applicable and relevant stakeholders at the beginning of the process, accountability is set early through collaborative and supported conversation.

Examples of System Descriptions include:

  • Plant Procedure Program Charter
  • Requirement Descriptions
  • Source Verification
  • Source Inventory
  • Procedure Inventory

A Plant Procedure Program Charter is developed and agreed upon by the stakeholders to cement commitment and detail roles responsibilities.  The Charter also documents each organization’s objectives to integrate them throughout the Procedure Program Portfolio.  Stakeholders are identified within the organization, and supporting company departments, and Industry Partners and Regulators.  Interviews are arranged that identifies and establishes requirements and documented as Requirement Descriptions.  This avoids defensive and subversive actions by those without a voice.

Source Verification and validation are independent tests that are used together for checking that a procedure meets requirements and specifications of the supporting program and that it fulfills its intended purpose. Verification are tests that your procedure meets the technical program requirements written in the Procedure Program Plan and should assess accuracy to the program standard.  Validation tests are tests of effectiveness of the Procedure and will be discussed later.

Sources of supporting material are identified from each Stakeholder and a Source Inventory is begun to ensure completeness and applicability. The scope of this inventory addresses both engineered and operational systems. Avoiding duplication is principle within the approach and allows referencing guidance, existing procedures, directives, and policies. Gathering the relevant documentation from stakeholders in any format starts in this phase and continues throughout the design process.  This builds a view to the current state of documentation as a Procedure Inventory and provides a baseline to assess and prioritize needs.

Administrative Support

As needed by organizations to fully implement the Procedure Program at a Program or Project level, additional administrative resources are available by DuraBante.  These activities are very user-specific although some of the more common activities include:

  • PMO Support
  • Reporting
  • Scheduling
  • Communications
  • Document Management
  • Technical Editing
  • Document Editing
  • Record Documentation Process
  • Document Inventory
  • E-based File Creation
  • Document Meta-Data Analysis

Staff Augmentation

DuraBante provides Contracted Staff for immediate needs and assist in providing long-term and placement solutions through Talent Acquisition as required.

Response Actions

As required by new operating requirements, equipment or changed functional roles within an organization, separate one-off Response Actions are used to restore the Procedure Program. These actions are very condition-specific and the scope of each task is unique.   The need for Response Actions is most commonly discovered during Program Audits and may be implemented at either Program or Plant levels.

Business Process Reengineering

Business Process Re-engineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In Business Process Re-engineering, companies start with a blank sheet of paper and rethink existing processes to deliver more value to the customer.

Project & Program Management

Project management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria.

Process Alignment

The Process Alignment phase builds and assesses the information and provides the foundation for the design documents.  By assessing and prioritizing the functions of the activity as well as the familiarity the personnel has with its performance a type of target document is determined.  Instructions and procedures are also grouped by program and authority as defined in the numbering and naming standards.

Services that support this effort include:

  • Functional Index
  • Procedure Goals and Objectives
  • Gap Analysis

Grouping information by Source and then building a Functional Index specific to additional categories like Plant Systems and Equipment, Subject Matte Experts, Departmental responsibility and the detail and audience of the source documents allows the team to make and document decisions.

As clarifications are compiled, Procedure Goals and Objectives are refined and revised in the Program Charter to form the program principles necessary to create the procedures. This approach brings standardization by allowing procedures to be developed from a standard template.

A Gap Analysis is performed that applies the materials collected against this standard to provide a view of not included stakeholders, source materials, and requirements.  This is one of the first measured checks within this GUIDE methodology.  This provides the Operations Organization with a tool to capture knowledge from within the organization and from external stakeholders.  This phase is extremely important to mature industries where knowledge is currently retained in a tribal manner.

Process Design

This process design phase builds the design content for the documents from vendor and PGE descriptions of Equipment and Operations using the guidance and templates provided by the program to create individual procedures.

Services include:

  • Equipment Vendor Documentation
  • System Descriptions
  • Operational Process Descriptions
  • Plant Procedure Program Design Standard
  • Plant Specific Attachments
  • Plant Operational Indexes
  • Plant Document Naming and Numbering Conventions
  • Remote/Local Control Descriptions
  • Automatic/Manual Control Descriptions
  • Valve Line-ups
  • Breaker Alignments
  • Electric Panel Schedules
  • Equipment Alignments
  • Normal Operating Conditions
  • Systematic Changes Request

It also is the phase that fills gaps of information identified during the Process Alignment Phase.  Cataloging Equipment Vendor Documentation information and PGE System Descriptions systems provides an index for the creation or verification of procedures and training documents.  Operational Process Descriptions are similar in form to the process descriptions but document operational processes (i.e.  Rounds, Notifications).

DuraBante provides Plant Procedure Program Design Standard that uses fleet level program documents to provide the principles and adds site-specific features to add function in addition to form.  These implementing documents create a repeatable and efficient design process.  Plant Procedure Program Design Standards instruct the organization on an implementation on unique approaches to the plant.  Additional Attachments for Templates, Operational Indexes, and Document Naming and Numbering Conventions are provided so all subsequent documents are produced from one design standard.  This is very important when multiple personnel are collaborating documents to align responsibilities and keep the tasks focused.

Equipment Take-offs using P&ID Drawings for control, mechanical and electrical elements produce, Remote/Local Control Descriptions, Automatic/Manual Control Descriptions, Valve Line-ups, and Breaker Line-ups, and Equipment Alignments for both Normal and Off-Normal Operations.  Normal Operating Conditions are reconciled across the equipment within systems to consolidate plant system information.

With the Administrative Documents in hand, the design standards and templates are available to the Subject Matter Experts. The review of the source material continues in more detail and promotes evaluation and proposed systematic changes to the design documents before one-off changes occur at the procedure level.  The intent is not to change the output of the process without changing the standard that will allow the change.  Common Requests for Systematic Changes include number systems, tag and equipment descriptions and functional titles within an organization.