467-Management of Change / 748
Mana
g
e
m
ent of C
h
an
g
e
BOS-PRD-06.900701
Version 04. Original date: 24/05/2012. Version date: 31/12/2014. Valid version only on QMS site. Uncontrolled document when printed.
Procedure prepared by: BOS QHSES Manager. Approved by: BOS Managing Director. Validated by: BOS Quality Representative.
9 / 21
4.4
T
e
mp
o
r
a
ry
an
d
e
m
e
rg
en
c
y
c
h
an
g
e
s
T
e
mp
o
r
a
ry
c
h
an
g
e
s
:
These changes are intended to exist for a short, predetermined and finite period. The
time frame of validity of the change
shall
be identified in the risk-assessment and documented in the MoC
Plan.
The
MoC Form
shall
also specify the date and frequency when risk assessment requires to be reviewed. As
a minimum, it will be at the end of determined duration of the temporary change, this to avoid that temporary
change becomes permanent without any control. But depending of the level of risk, it can be carried out
before the time limit.
If temporary changes needs to become permanent, then new MoC
should
be released according to this
decision and the present procedure.
E
m
e
rg
en
c
y
c
h
an
g
e
s
:
In case change must be implemented in emergency situations :
x
The change
should
only be permitted on the authority of the
O
p
e
r
at
i
on
s
Mana
g
e
r
,
t
h
e L
i
ne
Mana
g
e
r
or above.
x
As a minimum, a Risk Assessment covering the approved change
shall
be conducted and
communicated to all affected personnel prior to recommencing operations.
x
The emergency change
should
be subjected to the normal Management of Change procedures at
the earliest opportunity.
4.
5
L
ik
e
-
fo
r-
l
ik
e
r
e
p
la
c
e
m
ent
Like-for-like replacement does not require a MoC.
Like-for-like replacement means :
- Same specification including material(s), old construction, dimension, height.
- Same service : process conditions including pressure, temperature, process materials. Inspection
and maintenance
should
be the same.
- Procedural replacement meaning routine operation (replacement not due to failure).
- Genuine replacement, not an improvement : if the purpose of the replacement is to upgrade the old
part then it is not in-kind.
4.
6
C
h
an
g
e of
p
e
rs
onnel an
d
/
o
r
o
rg
an
is
at
i
on
This chapter highlights what needs to be achieved in order to ensure that changes in a safety critical
person
’
s role or organisation are properly managed and inducted into the Company.
Failing in this process may not present immediate hazards, however unmanaged risks
shall
manifest
themselves as incidents after a period of time and failure to carry out a thorough risk assessment at this
stage may lead to increased likelihood of incidents.
The list of risks featured here is not exhaustive but is supplied as a prompt to help the
C
h
an
g
e Coo
r
d
i
nato
r
and
Re
sp
on
sib
le Mana
g
e
rs
focus on the processes as each action plan will be unique to the individual and
the operational circumstances at the time.
The feedback loops exist to encourage the
C
h
an
g
e Coo
r
d
i
nato
r
to revisit the consultation process in the
event that it is not possible to compile and execute a suitable action plan.
467