Implementation of a Safety Priority Process Management System Using Specialized Software

From Chaos to System: Why a Company Needs a Process Landscape

Dynamic changes in the organizational structure and modern market conditions require companies to be flexible. However, in practice, this often leads to a gap between actual processes and the regulatory framework. Documents live their own lives, while work is performed based on historical experience. As a result, the company incurs high labor costs for approving local regulations, faces a lack of unified standardization requirements, and encounters difficulties in automating processes while taking safety requirements into account.

Pavel Kovalenko, Head of the Organizational Change and Project Management Department at OEK JSC, analyzes a practical case of implementing a safety priority process management system. The presentation details the approach to forming the organization's process landscape in connection with its long-term strategy using specialized software.

Levels of Process Detailing: From Strategy to the Specific Executor

To create a transparent management system, the speaker demonstrates a three-level process detailing model using an example:

• Top level (management, core, and supporting processes): Defining process owners and requirements. This allows synchronizing global strategic indicators with operational activities.
• Middle level (value chains): Detailed description of participants, stage managers, inputs and outputs, as well as document exchange. At this stage, up-to-date forms of regulatory documents and acts are attached to the processes, accessible to all participants in a unified IT landscape.
• Bottom level (maximum detailing): Description of processes using information systems, document templates, and time standards. This level allows for an objective assessment of the possibilities for safe optimization and automation, as well as identifying conflicts and gaps in the logic of existing regulations.

Automating Routine: Generating Regulations and Job Descriptions

One of the main advantages of the implemented approach is the ability to automatically generate regulations, job descriptions, and department provisions based on the described processes. Whenever a process changes (for example, transferring a work stage to another department), the documents are updated automatically. This eliminates the use of template instructions and allows linking duties to a specific role and even the employee's name, objectively reflecting their area of responsibility.

Implementation Results and Overcoming Resistance

The transition to process management allowed OEK JSC to achieve significant results:

• Error reduction: The number of document returns for revision decreased by an average of 35%.
• Process acceleration: The duration of administrative procedures decreased by 32% thanks to standardized approaches and clear conditions.
• Increased staff satisfaction: Understanding their tasks, deadlines, and areas of responsibility led to a 25% increase in employee satisfaction.

However, the implementation was accompanied by difficulties. The main obstacle was resistance at various levels, from managers to executors, who did not want to document their operations out of fear of losing their significance. Another challenge was identifying the real process owners and the need to maintain the process landscape up-to-date with the help of a dedicated team of business analysts.

What you will learn from this webinar:

• How to link the company's strategic goals with operational processes in the field of safety?
• How to identify and eliminate conflicts between actual work performance and regulatory documentation?
• How to automate the creation and updating of regulations and job descriptions?
• How to overcome staff resistance when transitioning to process management?
• What levels of detailing are necessary for the effective description of safety processes?