Evaluation method for safety management capability maturity of oil and gas field enterprises

Abstract

The invention provides an oil and gas field enterprise safety management capability maturity evaluation method. The method comprises the following steps: S1, constructing an oil and gas field enterprise safety culture management capability maturity model; s2, determining oil and gas field enterprise safety culture management capability maturity model dimensions and logic association thereof; s3, constructing an oil and gas field enterprise safety culture management capability maturity evaluation system; s4, dividing maturity levels of the safety culture management capability of the oil and gas field enterprises; and S5, evaluating the safety culture management capability maturity of the oil and gas field enterprise to obtain an evaluation result of the safety culture management capability maturity of the oil and gas field enterprise. The evaluation of the maturity of the safety culture management capability of the oil and gas field enterprise can be more objective and accurate, so that a reference is provided for continuous optimization of safety culture management work of the oil and gas field enterprise and continuous improvement of safety performance.

Description

Technical Field

[0001] The invention relates to the technical field of enterprise safety management, in particular to an evaluation method for the maturity of safety management capability of an oil and gas field enterprise. Background Art

[0002] Safety culture, as the foundation of safe production in oil and gas field enterprises, is the key to promoting safe production and promoting safe development. Safety culture management is a management method for oil and gas field enterprises to establish a safety culture atmosphere and guide employees to form safety awareness, safety beliefs and safety behaviors, so as to improve the effectiveness of safe production. Although many oil and gas field enterprises have paid enough attention to safety culture management and have conducted a lot of practical exploration, many safety culture management works are still in the initial stage of safety culture construction and cannot meet the needs of continuous improvement of safety performance of oil and gas field enterprises.

[0003] Existing oil and gas field enterprises have not established an effective evaluation system for safety culture management capabilities, and cannot lay a solid foundation, process supervision, real-time control and continuous improvement for the safety culture management capabilities of oil and gas field enterprises. They are unable to optimize and improve the safety culture management capabilities based on the current status of safety culture management in oil and gas field enterprises. Therefore, it is urgent to establish an assessment method for the maturity of safety culture management capabilities of oil and gas field enterprises to help oil and gas field enterprises improve their safety performance. Summary of the invention

[0004] The technical problem to be solved by the present invention is to provide an evaluation method for the maturity of safety management capabilities of oil and gas field enterprises, which can make the evaluation of the maturity of safety culture management capabilities of oil and gas field enterprises more objective and accurate, thereby providing a reference for the continuous optimization of safety culture management work of oil and gas field enterprises and the continuous improvement of safety performance.

[0005] An evaluation method for the maturity of safety management capabilities of oil and gas field enterprises comprises the following steps:

[0006] S1. Construct a maturity model for safety culture management capabilities of oil and gas field enterprises;

[0007] S2. Establish the dimensions of the oil and gas field enterprise safety culture management capability maturity model and their logical associations;

[0008] S3. Construct a safety culture management capability maturity evaluation system for oil and gas field enterprises;

[0009] S4. Classify the maturity level of safety culture management capabilities of oil and gas field enterprises;

[0010] S5. Evaluate the maturity of the safety culture management capabilities of oil and gas field enterprises and obtain the evaluation results of the maturity of the safety culture management capabilities of oil and gas field enterprises.

[0011] In step S1, the maturity model includes four functions, including orderly safety culture management capabilities, visible safety culture management capabilities, controllable safety culture management capabilities, and improved safety culture management capabilities. The four functions constitute a closed loop.

[0012] In step S2, the maturity model dimensions include three dimensions, and the three dimensions include value creation capability, process control capability and basic support capability;

[0013] The value creation capability is achieved by the safety culture management business domain through safety culture management activities, integrating resource advantages and improving the value creation capability, which is manifested as the performance results of the business domain;

[0014] The process control capability is the capability required by the safety culture management business domain to control the safety lifecycle activities that achieve value creation;

[0015] The basic support capability is the ability of the safety culture management business domain to provide infrastructure guarantees and information technology support, allocate resources, and achieve sustainable development of safety culture management work in business activities.

[0016] The evaluation dimensions of the basic support capabilities are selected based on Industry 4.0 and the Performance Excellence Theory (PE Theory). The Industry 4.0 provides inputs of structure and development direction for the basic support capabilities, and the PE theory provides inputs of evaluation elements and connotations for the basic support capabilities. Both inputs take into account the current needs and future development directions of the safety culture management capabilities of oil and gas field enterprises.

[0017] The selection of evaluation dimensions includes the following steps:

[0018] A1. Comprehensively measure the system construction stage and development level of process management in the safety culture management business domain through processes and information systems, focus on the construction of the responsibility system of process management, evaluate the supporting role of the organization and information platform for the safety culture management process, and comprehensively present the requirements of each dimension of processes and information systems;

[0019] A2. Manage the internal organization of the business domain and its position in the value network through organizational safety culture, and build mandatory rules for cooperation within and outside the business domain;

[0020] A3. The key to successfully implementing lean management in the safety culture management business domain is to change and shape the culture that is conducive to the sustainable development of the business domain through cultural mechanisms. Culture covers the value system within the business domain and describes the soft factors that achieve cooperation and innovation;

[0021] A4. Resources include digital resources and human resources. The digital resources reduce the delay of data and actions, promote the learning process, and improve the agility of the business domain; the human resources require personnel to have professional capabilities and master multiple skills to solve problems and improve performance in the complex environment of the business domain.

[0022] In step S3, the maturity evaluation system includes selecting safety performance indicators to evaluate the maturity level of value creation capability, establishing a safety culture capability pool and corresponding scales, and selecting required capability modules to evaluate the maturity level of process control, and evaluating the maturity level through four dimensions and their scales of process and information system, organization, culture and mechanism, and resources.

[0023] The selection of safety performance indicators includes the following steps:

[0024] B1. The selection criteria are based on their strategic (a), functional (b) and improvement (c);

[0025] B2, the weights of a, b, and c are determined to ensure that a%+b%+c%=1;

[0026] B3. Determine the nature of the bias of each indicator in the indicator set; compare and judge the indicators of the same type in pairs, adopt the expert scoring method, use the AHP model to compare the two indicators, and select the top 3-10 indicators according to the number of indicators selected;

[0027] B4. Selection of professional competence in safety culture management. Professional competence in safety culture management includes the operating efficiency of concept culture management, system culture management, physical culture management and behavioral culture management in the safety culture management business domain, and realizes continuous optimization and improvement of various business activities from a professional perspective. Based on the secondary or tertiary processes and functional specifications of the safety culture management business domain, combined with the corporate strategy of oil and gas field enterprises and benchmark practices of the oil and gas field industry, professional competence in safety culture management is selected for evaluating the business domain through investigations of relevant departments in the safety culture management business domain.

[0028] B5. Selection of safety culture management integration capabilities. Safety culture management integration capabilities include the connection between the concept culture management, system culture management, material culture management and behavioral culture management within the safety culture management business domain, so as to enable resource sharing and coordinated development within the business domain and improve the overall development efficiency of the business domain.

[0029] B6. The definition of safety culture management enabling capabilities provides capability support through the safety production business processes in the operational business domain to support the value realization of the safety production business processes in the operational business domain. Through the full cultural management business domain's response to the needs of other business domains of the oil and gas field enterprise's operations, it reflects its ability to support the efficient operation of the operational business domain processes.

[0030] In step S4, the maturity level is divided into five levels, including the initial level, the managed level, the defined level, the quantified managed level and the sustainable optimization level.

[0031] In step S5, the maturity evaluation includes the following steps:

[0032] C1. The evaluation of value creation capability maturity is reflected through the comparison between business goals and results;

[0033] C2. The maturity of process control capability is reflected by selecting multiple capability modules in the capability pool and evaluating the maturity of each capability module;

[0034] C3. Each dimension of basic support capabilities has several evaluation principles (i.e., principled development directions). Each principled development direction is evaluated and examined based on the five-level maturity standard, and then the maturity level of each dimension is determined, which is summarized to form the maturity level of the basic support capabilities.

[0035] In step C1, the target is the expected value of the business domain safety performance, and the result is the actual value of the business domain safety performance.

[0036] The beneficial effects of the present invention are:

[0037] 1. By combining the actual situation of safety culture management in oil and gas field enterprises, a maturity model of safety culture management in oil and gas field enterprises was constructed, and the composition of the model and its internal logic were deeply analyzed. The corresponding evaluation system and its corresponding evaluation method were constructed by matching the three major capabilities in the model, making the maturity evaluation of safety culture management capabilities of oil and gas field enterprises more objective, scientific and accurate, and the safety culture management capabilities can be orderly, visible, controllable and improved, thereby providing a reference for the continuous optimization of safety culture management work and continuous improvement of safety performance of oil and gas field enterprises.

[0038] 2. Through consideration and analysis of the three aspects of strategy, functionality and improvement, select corresponding capability modules from the established capability pool in the safety culture management business domain and include them in the process control capability evaluation of the year.

[0039] 3. Process control capabilities can be further divided into safety culture management professional capabilities, safety culture management integration capabilities and safety culture management enabling capabilities.

[0040] 4. By comparing goals with results, the maturity of value creation capabilities is evaluated from two dimensions: level and trend. The level reflects the level of business value creation capabilities that have met the standards; the trend is discovered through comparative analysis with historical data.

[0041] 5. Value creation capability, process control capability and basic support capability all contain important information about the safety culture management capability of oil and gas field enterprises. For this purpose, a maturity evaluation model for the safety culture management capability of oil and gas field enterprises including value creation capability, process control capability and basic support capability is constructed. In order to accurately measure the maturity of the three capabilities and match their characteristics, the maturity of the value creation capability is evaluated from the two dimensions of level and trend by comparing the goals and results; multiple capability modules in the process control capability pool are selected, and the maturity of each process control capability module is evaluated by referring to the CMMI model and combining the short wooden board scoring; by clarifying that each dimension of the basic support capability has several evaluation principles (i.e., principled development direction), each principled development direction is evaluated and examined from the five-level maturity standard according to the short wooden board scoring method, and then the maturity level of each dimension is judged, and the maturity level of the basic support capability is summarized. BRIEF DESCRIPTION OF THE DRAWINGS

[0042] Figure 1 It is a logical diagram of the maturity evaluation of safety culture management capability of oil and gas field enterprises of the present invention;

[0043] Figure 2 This is a design idea diagram of the oil and gas field enterprise safety culture management capability maturity model of the present invention;

[0044] Figure 3 It is a schematic diagram of the maturity level and standard of professional capability of safety culture management of oil and gas field enterprises of the present invention;

[0045] Figure 4 It is a schematic diagram of the maturity level and standard of safety culture management integration capability of oil and gas field enterprises of the present invention;

[0046] Figure 5 It is a schematic diagram of the maturity level and standard of the safety culture management enabling capability of oil and gas field enterprises of the present invention; DETAILED DESCRIPTION

[0047] The present invention is further described below in conjunction with the accompanying drawings and embodiments.

[0048] Example 1

[0049] like Figure 1 As shown, a method for evaluating the maturity of safety management capabilities of oil and gas field enterprises includes the following steps:

[0050] S1. Construct a maturity model for safety culture management capabilities of oil and gas field enterprises;

[0051] S2. Establish the dimensions of the oil and gas field enterprise safety culture management capability maturity model and their logical associations;

[0052] S3. Construct a safety culture management capability maturity evaluation system for oil and gas field enterprises;

[0053] S4. Classify the maturity level of safety culture management capabilities of oil and gas field enterprises;

[0054] S5. Evaluate the maturity of the safety culture management capabilities of oil and gas field enterprises and obtain the evaluation results of the maturity of the safety culture management capabilities of oil and gas field enterprises.

[0055] In step S1, the maturity model includes four functions, including orderly safety culture management capabilities, visible safety culture management capabilities, controllable safety culture management capabilities, and improved safety culture management capabilities. The four functions constitute a closed loop. Through dynamic circulation, the safety culture management capabilities and safety performance of oil and gas field enterprises are continuously improved to ensure that the safety performance goals of oil and gas field enterprises are achieved.

[0056] In step S2, the maturity model dimensions include three dimensions, including value creation capability, process control capability and basic support capability. The safety culture capability maturity model aims to achieve the organic unity of results and capabilities. The three dimensions in the model have their inherent logic. Among them, the value creation capability is both the starting point and the end point. The process control capability and basic support capability are to provide the necessary capability control and support for the enterprise safety culture business domain to achieve value creation;

[0057] The value creation capability is achieved by the safety culture management business domain through safety culture management activities, integrating resource advantages and improving the value creation capability, which is manifested as the performance results of the business domain;

[0058] The starting point of the value creation capability of safety culture management indicates that evaluation is based on results, and process evaluation without results is meaningless. As the starting point of analysis, the evaluation is conducted to determine whether the results have the capability to support them and whether they match better capabilities. When the results are not good, the reasons can be found in the process. The end point indicates that capabilities are ultimately reflected in the quality of results. When the results are very poor, no matter how good the capabilities are, it is futile. Improved capabilities can lead to improved results.

[0059] The process control capability is the capability required by the safety culture management business domain to control the safety lifecycle activities that achieve value creation;

[0060] The basic support capability is the ability of the safety culture management business domain to provide infrastructure guarantees and information technology support, allocate resources, and achieve sustainable development of safety culture management work in business activities.

[0061] The evaluation dimensions of the basic support capabilities are selected based on Industry 4.0 and the Performance Excellence Theory (PE Theory). The Industry 4.0 provides inputs of structure and development direction for the basic support capabilities, and the PE theory provides inputs of evaluation elements and connotations for the basic support capabilities. Both inputs take into account the current needs and future development directions of the safety culture management capabilities of oil and gas field enterprises.

[0062] The selection of evaluation dimensions includes the following steps:

[0063] A1. Comprehensively measure the system construction stage and development level of process management in the safety culture management business domain through processes and information systems, focus on the construction of the responsibility system of process management, evaluate the supporting role of the organization and information platform for the safety culture management process, and comprehensively present the requirements of each dimension of processes and information systems;

[0064] A2. Manage the internal organization of the business domain and its position in the value network through organizational safety culture, and build mandatory rules for cooperation within and outside the business domain;

[0065] A3. The key to successfully implementing lean management in the safety culture management business domain is to change and shape the culture that is conducive to the sustainable development of the business domain through cultural mechanisms. Culture covers the value system within the business domain and describes the soft factors that achieve cooperation and innovation;

[0066] A4. Resources include digital resources and human resources. The digital resources reduce the delay of data and actions, promote the learning process, and improve the agility of the business domain; the human resources require personnel to have professional capabilities and master multiple skills to solve problems and improve performance in the complex environment of the business domain.

[0067] In step S3, the maturity evaluation system includes selecting safety performance indicators to evaluate the maturity level of value creation capability, establishing a safety culture capability pool and corresponding scales, and selecting required capability modules to evaluate the maturity level of process control, and evaluating the maturity level through four dimensions and their scales of process and information system, organization, culture and mechanism, and resources.

[0068] The selection of safety performance indicators includes the following steps:

[0069] B1. The selection criteria are based on their strategic (a), functional (b) and improvement (c);

[0070] B2, the weights of a, b, and c are determined to ensure that a%+b%+c%=1;

[0071] B3. Determine the nature of the bias of each indicator in the indicator set; compare and judge the indicators of the same type in pairs, adopt the expert scoring method, use the AHP model to compare the two indicators, and select the top 3-10 indicators according to the number of indicators selected;

[0072] B4. Selection of professional competence in safety culture management. Professional competence in safety culture management includes the operating efficiency of concept culture management, system culture management, physical culture management and behavioral culture management in the safety culture management business domain, and realizes continuous optimization and improvement of various business activities from a professional perspective. Based on the secondary or tertiary processes and functional specifications of the safety culture management business domain, combined with the corporate strategy of oil and gas field enterprises and benchmark practices of the oil and gas field industry, professional competence in safety culture management is selected for evaluating the business domain through investigations of relevant departments in the safety culture management business domain.

[0073] B5. Selection of safety culture management integration capabilities. Safety culture management integration capabilities include the connection between the concept culture management, system culture management, material culture management and behavioral culture management within the safety culture management business domain, so as to enable resource sharing and coordinated development within the business domain and improve the overall development efficiency of the business domain. Safety culture management integration capabilities need to be evaluated only after other safety culture professional capability modules have reached a certain maturity level. And the starting point of the business integration capability maturity level assessment begins at maturity level three.

[0074] B6. The definition of safety culture management enabling capabilities provides capability support through the safety production business processes in the operational business domain to support the value realization of the safety production business processes in the operational business domain. Through the full cultural management business domain's response to the needs of other business domains of the oil and gas field enterprise's operations, it reflects its ability to support the efficient operation of the operational business domain processes.

[0075] In step S4, the maturity level is divided into five levels, including the initial level, the managed level, the defined level, the quantified managed level and the sustainable optimization level.

[0076] In step S5, the maturity evaluation includes the following steps:

[0077] C1. The evaluation of value creation capability maturity is reflected through the comparison between business goals and results;

[0078] C2. The maturity of process control capability is reflected by selecting multiple capability modules in the capability pool and evaluating the maturity of each capability module;

[0079] C3. Each dimension of basic support capabilities has several evaluation principles (i.e., principled development directions). Each principled development direction is evaluated and examined based on the five-level maturity standard, and then the maturity level of each dimension is determined, which is summarized to form the maturity level of the basic support capabilities.

[0080] In step C1, the target is the expected value of the business domain safety performance, and the result is the actual value of the business domain safety performance.

[0081] By combining the actual situation of safety culture management in oil and gas field enterprises, a maturity model of safety culture management in oil and gas field enterprises was constructed, and the model composition and its internal logic were deeply analyzed. The corresponding evaluation system and its corresponding evaluation method were constructed to match the three major capabilities in the model, so that the maturity evaluation of safety culture management capabilities of oil and gas field enterprises is more objective, scientific and accurate, and the safety culture management capabilities can be orderly, visible, controllable and improved, thereby providing a reference for the continuous optimization of safety culture management work and the continuous improvement of safety performance of oil and gas field enterprises.

[0082] Through consideration and analysis of the three aspects of strategy, functionality and improvement, corresponding capability modules are selected from the established capability pool in the safety culture management business domain and included in the process control capability evaluation of the year.

[0083] Process control capabilities can be further divided into safety culture management professional capabilities, safety culture management integration capabilities and safety culture management enabling capabilities.

[0084] By comparing goals with results, the maturity of value creation capabilities is evaluated from two dimensions: level and trend. The level reflects the level of business value creation capabilities that have met the standards; the trend is discovered through comparative analysis with historical data.

[0085] The value creation capability, process control capability and basic support capability all contain important information about the safety culture management capability of oil and gas field enterprises. For this purpose, a maturity evaluation model for the safety culture management capability of oil and gas field enterprises including value creation capability, process control capability and basic support capability is constructed. In order to accurately measure the maturity of the three capabilities and match their characteristics, the maturity of the value creation capability is evaluated from the two dimensions of level and trend by comparing the goals and results; multiple capability modules in the process control capability pool are selected, and the maturity of each process control capability module is evaluated by referring to the CMMI model and combining the short wooden board scoring; by clarifying that each dimension of the basic support capability has several evaluation principles (i.e., principled development direction), each principled development direction is evaluated and examined from the five-level maturity standard according to the short wooden board scoring method, and then the maturity level of each dimension is judged, and the maturity level of the basic support capability is summarized.

[0086] In the construction of previous management capability maturity evaluation models, the types of sub-capabilities are often not distinguished, and the contribution of different types of sub-capabilities to the comprehensive maturity evaluation of management capabilities is ignored. When constructing the safety culture management capability maturity model of oil and gas field enterprises, the present invention fully considers the logical relationship between different sub-capabilities, constructs a safety culture management maturity model that includes value creation capability, process control capability and basic support capability, and combines the essential characteristics of the three capabilities. The performance indicator target-result comparison and the Y / N scale are used to evaluate the three major capability maturity factors. The evaluation results are more comprehensive and accurate than the previous evaluation methods. The steps are as follows:

[0087] 1. Safety Culture Management Capability Maturity Model for Oil and Gas Field Enterprises

[0088] like Figure 2 As shown in the figure, the safety culture management capability maturity model of oil and gas field enterprises is based on the needs of safety culture management of oil and gas field enterprises, combined with mature theoretical foundations and industry-leading practices, and structurally refers to Huawei's Global Process Maturity Model (GPMM) to form a three-dimensional architecture, among which the roof is the value creation capability maturity, the main body is the process control capability maturity, and the foundation is the basic support capability maturity.

[0089] 2. Safety Culture Management Capability Maturity Evaluation System for Oil and Gas Field Enterprises

[0090] like Figure 2 As shown in the figure, the value creation capability maturity evaluation method mainly refers to performance excellence (PE), and is evaluated from the perspectives of level and trend by selecting evaluation indicators. The process control capability maturity evaluation method mainly refers to the Capability Maturity Model Integration (CMMI), which is the specific practice of CMMI in the safety culture management scenario of oil and gas field enterprises. It is evaluated through the Y / N scale. The basic support capability maturity mainly refers to Industry 4.0 and PE, and is also evaluated through the Y / N scale.

[0091] III. Maturity Level of Safety Culture Management Capabilities of Oil and Gas Field Enterprises

[0092] Using CMMI, the maturity of safety culture management capabilities of oil and gas field enterprises is divided into five levels: initial level, managed level, defined level, quantitatively managed level and sustainable optimization level. The definitions of the three capabilities at each level are as follows:

[0093]

[0094]

[0095] IV. Evaluating the Maturity of Safety Culture Management Capabilities of Oil and Gas Field Enterprises

[0096] K1. Safety culture management value creation capability maturity assessment

[0097] In the evaluation of the maturity of the value creation capability of safety culture management, the maturity of the value creation capability is evaluated from the two dimensions of level and trend through the comparison between the goals and results. Both the goals and results have level values ​​and trend values. The level refers to a certain value that is expected or actually achieved, reflecting the level of business value creation capability. The trend is the expected or actual development trend of the indicator within a certain period of time, which can be obtained through comparative analysis with historical data. The maturity evaluation of the value creation capability of safety culture management is shown in the following table:

[0098]

[0099]

[0100] (1) Selection of target values ​​for the level

[0101] The following are the main methods for determining the target value of the value creation indicator level:

[0102] Based on strategic decomposition: data that can be directly decomposed from the safety culture strategy of oil and gas field enterprises, and decomposed according to the safety culture strategic goals of oil and gas field enterprises;

[0103] Based on own level: Since the data of some indicators cannot be obtained by strategic decomposition, the target value can be set according to the safety culture management value creation level of the oil and gas field enterprise, such as 110% of the current level. This data can be adjusted according to specific circumstances;

[0104] Based on the industry average: There is still much room for improvement for oil and gas field enterprises themselves. For indicators that lag behind the oil and gas field industry average, target values ​​can be set based on the industry average, such as 110% of the industry average. This data can be adjusted based on specific circumstances.

[0105] (2) Level Challenge Value Selection

[0106] The methods for selecting the challenge value of the value creation indicator level are as follows:

[0107] Based on industry benchmarks: To achieve excellent safety management, the challenge value is set higher than the target value. Based on the benchmarking of the oil and gas field industry, the data that can be obtained from the industry benchmark is used as the challenge value;

[0108] Based on target value: For indicators that cannot be challenged by industry benchmarks, they can be set based on the target value of the oil and gas field enterprise, such as 120% of the target value. This data can be adjusted according to specific circumstances.

[0109] (3) Trend

[0110] The trend analysis collects the data of the safety management value creation evaluation index for the last four periods (quarters) and uses linear fitting to obtain the corresponding slope. According to the different values ​​of the trend, if it is beneficial to the development of the business domain, it can be divided into a favorable trend and an obvious favorable trend. Among them, "favorable trend" means that the slope is greater than 0 (positive indicator) or less than 0 (negative indicator); "obviously favorable trend" means that the slope is greater than 0.2 (positive indicator) or less than -0.2 (negative indicator).

[0111] (4) Safety culture management value creation capability maturity rating results

[0112] Evaluate whether each indicator has achieved the target value and challenge value, calculate its trend value, and obtain the maturity level score of the level and trend according to the maturity level standard. Value creation capability maturity score = level score * 0.7 + trend score * 0.3.

[0113] K2. Safety culture management process control capability maturity assessment

[0114] In the safety culture management process control capability maturity evaluation, each capability module is evaluated based on the requirements of each maturity level. By setting evaluation standards for each capability module and evaluating it, the maturity level of each capability module is formed. The maturity of the process control capability is summarized from the maturity of each capability module. The safety culture management process control capability maturity evaluation is shown in the following table:

[0115]

[0116] (1) Safety culture management professional capability maturity assessment

[0117] like Figure 3 As shown in the figure, the maturity level and standard of professional capability of safety culture management are presented. It is formulated based on general practices and process domains QM (quantitative management: completing the basic work of quantitative management, being able to quantitatively manage the business process of safety culture management to support the realization of business performance goals) and CAR (cause analysis and resolution: identifying the causes of the business performance of safety culture management, combining industry benchmarks and leading practices, systematically analyzing the areas that need improvement, and implementing improvement measures). Among them, the initial level requires the professional capability module to meet the relevant requirements of general practice G1, the managed level requires the professional capability module to meet the relevant requirements of general practice G2; the defined level requires the professional capability module to meet the relevant requirements of general practice G3; the quantitatively managed level requires the professional capability module to meet the relevant requirements of process domain QM; the sustainable optimization level requires the professional capability module to meet the relevant requirements of process domain CAR.

[0118] (2) Safety culture management integration capability maturity assessment

[0119] like Figure 4 As shown in the figure, the maturity levels and standards of safety culture management integration capabilities are demonstrated. It has high requirements for the business domain, and its maturity level evaluation starts from the defined level. The maturity standard is formulated based on general practice G3 and process management process domains (BDPF / BDPD / BDT / BDPP / BDPM). Among them, BDPF (business domain process focus) requires a thorough understanding of the strengths and weaknesses of each business process within the business domain of the oil and gas field enterprise, identifying opportunities for collaborative development, and formulating and implementing improvements to business processes to achieve collaborative development among businesses; BDPD (business domain process definition) requires the formation of a set of standardized process assets in the process of collaborative development among businesses; BDT (business domain process training) improves training capabilities and provides training for relevant stakeholders based on the needs of collaborative development among businesses; BDPP (business domain process performance) establishes metrics, baselines and models that can help achieve business domain performance, monitors and analyzes processes to support the achievement of business domain performance goals; BDPM (business domain performance management) identifies performance gaps based on a quantitative understanding of business domain process performance and data analysis, and formulates and implements improvement plans to fill the gaps.

[0120] The defined level requires that the business integration level within the safety culture management business domain meet the relevant requirements of general practice G3 and the process management process domain BDPF / BDPD / BDT; the quantified management level requires that the business integration level within the business domain meet the relevant requirements of the process management process domain BDPP; the sustainable optimization level requires that the business integration level within the business domain meet the relevant requirements of the process management process domain BDPM.

[0121] (3) Safety culture management enabling capability maturity assessment

[0122] like Figure 5 As shown, it shows the maturity level and standard of safety culture management enabling capability. Safety culture management belongs to enabling business domains, and its maturity standard is formulated according to common practices and enabling process domains (RD / TP / VEA / QM / CAR). Among them, RD (demand development): Identify the needs of the oil and gas field enterprise operation business domain, convert them into internal needs, and manage them; TP (technology and product solutions), based on the user needs of the oil and gas field enterprise operation business domain, manage solutions to ensure that the needs are met; VEA (verification and confirmation), based on the user needs of the oil and gas field enterprise operation business domain, verify the solution, confirm the product or service, and ensure that the product or service can meet its intended purpose when delivered;

[0123] The initial level requires that the safety culture management business domain can support the operational business of oil and gas field enterprises and meet the relevant requirements of general practice G1. The managed level requires that the enabling business domain can support the operational business and meet the relevant requirements of general practice G2; the defined level requires that the enabling business domain can support the operational business and meet the relevant requirements of general practice G3 and the enabling process domain RD / TP / VEA; the quantified management level requires that the enabling business domain can support the operational business and meet the relevant requirements of the process domain QM; the sustainable optimization level requires that the enabling business domain can support the operational business and meet the relevant requirements of the process domain CAR.

[0124] (4) Safety culture management process control capability maturity score

[0125] The evaluation is carried out using the short wooden board method, and the specific evaluation method steps are as follows:

[0126] Step 1: According to the capability maturity level, score 1-5 points from poor to excellent;

[0127] Step 2: When a capability module has m criteria at a certain level and n criteria at a higher level, the level score is assigned only when all m criteria are met, and appropriate adjustment points are assigned based on the degree of compliance with the n criteria at the higher level.

[0128] Step 3: Competency module score = level score + adjustment score. The adjustment score is x / n, where x is the number of criteria that are met among the n criteria (Note: If n = 1 (i.e. there is only one criterion), the adjustment score is the percentage of the degree of satisfaction of the criterion, and the evaluation team will discuss and decide the percentage value);

[0129] Step 4:

[0130] K3. Safety culture management basic support capability maturity assessment

[0131] In the maturity evaluation of the basic support capability of safety culture management, each dimension is evaluated based on the requirements of each maturity level. By clarifying the evaluation factors of each dimension, formulating the evaluation criteria according to the evaluation factors and conducting the evaluation, the maturity of each dimension is obtained, and the maturity of the basic support capability is summarized. The maturity evaluation of the basic support capability of safety culture management is as follows:

[0132]

[0133]

[0134] (1) Process and information system maturity evaluation

[0135] To achieve sustainable development of the safety culture management business domain and support the continuous improvement of safety culture management business activities, the process and information system should consider the three principled development directions of process management responsibility system, process life cycle management, and organization and IT. Among them, the process management responsibility system requires the evaluation of the effectiveness of managers in fulfilling their responsibilities in process governance based on the degree of standardization of the process governance work of the person responsible for the safety culture management process; the process life cycle management requires the evaluation of the life cycle management of the safety culture management process from the planning, construction, implementation, and operation of the process; the organization and IT require the establishment of a collaborative relationship between the safety culture management process and the organization, and between the safety culture management process and IT.

[0136] In the process and information system dimension, the short plank method is used to uniformly score the maturity of the three evaluation elements of process management responsibility system, process life cycle management, and IT support for processes. If all three meet the standards of a certain maturity level, they will enter the next level of maturity for evaluation; if one or more of the three elements do not meet the standards of the maturity level, the evaluation will stop and no evaluation will be conducted for the next maturity level. The evaluation score is the arithmetic average of the evaluation scores of the three elements.

[0137] (2) Organizational maturity assessment

[0138] To achieve sustainable development of the safety culture management business domain and support the continuous improvement of safety culture management business activities, organizations need to consider two principle directions: internal organic development and external collaboration. Internal organic development focuses on the construction of internal organizations in the safety culture management business domain, requiring the organic development of internal organizations to be achieved through cross-organizational collaboration and decision-making coordination on the basis of unified management of organizational goals; external collaboration focuses on the collaboration of external organizations in the safety culture management business domain. External collaboration requires continuous attention to user needs and value network issues, formulation and implementation of corresponding solutions, so as to achieve efficient collaboration of external organizations.

[0139] In the organizational dimension, the short plank method is used to uniformly score the maturity of the two evaluation elements of internal organization and external collaboration. If both meet the standards of a certain maturity level, they will enter the next level of maturity for evaluation; if one or more of the two elements do not meet the standards of the maturity level, the evaluation will stop and will not be evaluated for the next maturity level. The evaluation score is the arithmetic average of the evaluation scores of the two elements.

[0140] (3) Evaluation of culture and mechanism maturity

[0141] To achieve sustainable development of the safety culture management business domain and support continuous improvement of business activities, culture and mechanisms need to consider the two principled development directions of willingness to collaborate and courage to innovate. Among them, willingness to collaborate focuses on the shaping of a collaborative culture of the current situation, requiring that on the basis of collaboration within the safety culture management business domain, the responsibility mechanism in the collaboration process be clarified, and the results of collaboration be continuously evaluated and continuously optimized; courage to innovate focuses on sustainable development in the future, requiring the creation of an innovative environment and atmosphere within the safety culture management business domain, the formulation of corresponding innovation processes and incentive systems, and the continuous generation and incubation of innovative results.

[0142] In the cultural and mechanism dimensions, the short plank method is used to uniformly score the maturity of the two evaluation elements of willingness to collaborate and courage to innovate. If both meet the standards of a certain maturity level, they will enter the next level of maturity for evaluation; if one or more of the two elements do not meet the standards of the maturity level, the evaluation will stop and will not be evaluated for the next maturity level. The evaluation score is the arithmetic average of the evaluation scores of the two elements.

[0143] (4) Resource dimension

[0144] To achieve sustainable development of the business domain and support continuous improvement of business activities, the resource dimension needs to consider two principled development directions: digital resources and human resources. Digital resources focus on digital technology to enable decision-making and communication, requiring the safety culture management business domain to operate resources based on data and information, and to achieve data exchange and sharing in an organized manner; human resources focus on the degree of mastery of employees' professional skills, requiring the safety culture management business domain to encourage employees to understand a variety of upstream and downstream skills on the basis of specializing in their own skills, and become flexible and adaptable all-rounders in the business domain.

[0145] In the resource dimension, the maturity score is uniformly evaluated using two evaluation factors, digital resources and human resources. If both meet the standards of a certain maturity level, the next level of maturity will be evaluated; if one or more of the two factors do not meet the standards of the maturity level, the evaluation will stop and the next maturity level will not be evaluated. The evaluation score is the arithmetic average of the evaluation scores of the two factors.

[0146] (5) Safety culture management basic support capability maturity score

[0147] The basic support capability scores are:

[0148]

Claims

1. A method for evaluating the maturity of safety management capabilities of oil and gas field enterprises, characterized by: The following steps are involved: S1. Construct a maturity model for safety culture management capabilities of oil and gas field enterprises; S2. Establish the dimensions of the oil and gas field enterprise safety culture management capability maturity model and their logical associations; S3. Construct a safety culture management capability maturity evaluation system for oil and gas field enterprises; S4. Classify the maturity level of safety culture management capabilities of oil and gas field enterprises; S5. Evaluate the maturity of the safety culture management capabilities of oil and gas field enterprises and obtain the evaluation results of the maturity of the safety culture management capabilities of oil and gas field enterprises.

2. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 1, characterized in that: In step S1, the maturity model includes four functions, including orderly safety culture management capabilities, visible safety culture management capabilities, controllable safety culture management capabilities, and improved safety culture management capabilities. The four functions constitute a closed loop.

3. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 1, characterized in that: In step S2, the maturity model dimensions include three dimensions, and the three dimensions include value creation capability, process control capability and basic support capability; The value creation capability is achieved by integrating resource advantages through safety culture management activities in the safety culture management business domain, enhancing the value creation capability, and manifesting itself as the performance results of the business domain; The process control capability is the capability required by the safety culture management business domain to control the safety lifecycle activities that achieve value creation; The basic support capability is the ability of the safety culture management business domain to provide infrastructure guarantees and information technology support, allocate resources, and achieve sustainable development of safety culture management work in business activities.

4. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 3, characterized in that: The evaluation dimensions of the basic support capabilities are selected based on Industry 4.0 and the Performance Excellence Theory (PE Theory). The Industry 4.0 provides inputs of structure and development direction for the basic support capabilities, and the PE theory provides inputs of evaluation elements and connotations for the basic support capabilities. Both inputs take into account the current needs and future development directions of the safety culture management capabilities of oil and gas field enterprises.

5. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 4, characterized in that: The selection of evaluation dimensions includes the following steps: A1. Comprehensively measure the system construction stage and development level of process management in the safety culture management business domain through processes and information systems, focus on the construction of the responsibility system of process management, evaluate the supporting role of the organization and information platform for the safety culture management process, and comprehensively present the requirements of each dimension of processes and information systems; A2. Manage the internal organization of the business domain and its position in the value network through organizational safety culture, and build mandatory rules for cooperation within and outside the business domain; A3. The key to successfully implementing lean management in the safety culture management business domain is to change and shape the culture that is conducive to the sustainable development of the business domain through cultural mechanisms. Culture covers the value system within the business domain and describes the soft factors that achieve cooperation and innovation; A4. Resources include digital resources and human resources. The digital resources reduce the delay of data and actions, promote the learning process, and improve the agility of the business domain; the human resources require personnel to have professional capabilities and master multiple skills to solve problems and improve performance in the complex environment of the business domain.

6. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 1, characterized in that: In step S3, the maturity evaluation system includes selecting safety performance indicators to evaluate the maturity level of value creation capability, establishing a safety culture capability pool and corresponding scales, and selecting required capability modules to evaluate the maturity level of process control, and evaluating the maturity level through four dimensions and their scales of process and information system, organization, culture and mechanism, and resources.

7. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 6, characterized in that: The selection of safety performance indicators includes the following steps: B1. The selection criteria are based on their strategic (a), functional (b) and improvement (c); B2, the weights of a, b, and c are determined to ensure that a%+b%+c%=1; B3. Determine the nature of the bias of each indicator in the indicator set; compare and judge the indicators of the same type in pairs, adopt the expert scoring method, use the AHP model to compare the two indicators, and select the top 3-10 indicators according to the number of indicators selected; B4. Selection of professional competence in safety culture management. Professional competence in safety culture management includes the operating efficiency of concept culture management, system culture management, physical culture management and behavioral culture management in the safety culture management business domain, and realizes continuous optimization and improvement of various business activities from a professional perspective. Based on the secondary or tertiary processes and functional specifications of the safety culture management business domain, combined with the corporate strategy of oil and gas field enterprises and benchmark practices of the oil and gas field industry, professional competence in safety culture management is selected for evaluating the business domain through investigations of relevant departments in the safety culture management business domain. B5. Selection of safety culture management integration capabilities. Safety culture management integration capabilities include the connection between the concept culture management, system culture management, material culture management and behavioral culture management in the safety culture management business domain, so as to enable resource sharing and coordinated development within the business domain and improve the efficiency of the overall development of the business domain; B6. The definition of safety culture management enabling capabilities provides capability support through the safety production business processes in the operational business domain to support the value realization of the safety production business processes in the operational business domain. Through the full cultural management business domain's response to the needs of other business domains of the oil and gas field enterprise's operations, it reflects its ability to support the efficient operation of the operational business domain processes.

8. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 1, characterized in that: In step S4, the maturity level is divided into five levels, including the initial level, the managed level, the defined level, the quantified managed level and the sustainable optimization level.

9. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 1, characterized in that: In step S5, the maturity evaluation includes the following steps: C1. The evaluation of value creation capability maturity is reflected through the comparison between business goals and results; C2. The maturity of process control capability is reflected by selecting multiple capability modules in the capability pool and evaluating the maturity of each capability module; C3. Each dimension of basic support capabilities has several evaluation principles (i.e., principled development directions). Each principled development direction is evaluated and examined based on the five-level maturity standard, and then the maturity level of each dimension is determined, which is summarized to form the maturity level of the basic support capabilities.

10. The method for evaluating the maturity of safety management capabilities of oil and gas field enterprises according to claim 9, characterized in that: In step C1, the target is the expected value of the business domain safety performance, and the result is the actual value of the business domain safety performance.

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