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How Do We (Actually) Know Our Quality Is Improving?

[+] Author Affiliations
Justin R. Papp, William H. Forbes, Matthew A. R. Yarmuch

Enbridge, Edmonton, AB, Canada

Paper No. IPC2018-78407, pp. V002T01A006; 8 pages
  • 2018 12th International Pipeline Conference
  • Volume 2: Pipeline Safety Management Systems; Project Management, Design, Construction, and Environmental Issues; Strain Based Design; Risk and Reliability; Northern Offshore and Production Pipelines
  • Calgary, Alberta, Canada, September 24–28, 2018
  • Conference Sponsors: Pipeline Division
  • ISBN: 978-0-7918-5187-6
  • Copyright © 2018 by ASME


We have all dealt with performance metrics in the pipeline industry. How do we measure operational excellence? Are we prioritizing the right corrective actions? Are our existing metrics fair and driving the right behaviors? Will they recognize success and actually show us and our clients that we are improving?

This paper describes how Enbridge Major Projects measures and knows our Quality is improving; how we prioritize, focus, and monitor Quality improvement.

Using our roadmap, your organization can transform existing data streams from anecdotal to well established facts that produce actionable results and drive business objectives.

To reach this outcome, Enbridge Major Projects quickly matured our Quality Culture by leveraging our strong Safety Culture and habits. On our journey to meaningful overall Quality metrics, Enbridge built a foundation through non-punitive incident reporting using incident resolution tools and a Cost of Quality model.

Cost of Quality models can be designed and executed in a variety of ways. This paper will focus on applying a model specifically suited for pipeline construction and operational activities. Key topics to be addressed include:

• basic common principles of an overall Cost of Quality model,

• various data collection methods to suit the model’s design, and

• how a Documented Defects Quality cost model allows Enbridge to identify, prioritize, and monitor Quality improvements focused on preventing recurrence and occurrence of Quality issues.

Examples will be provided for common pipeline applications, including valves, pipe, and other commodities and services. This approach has enabled Enbridge Major Projects to prioritize improvement actions and meet business objectives.

Applying a Cost of Quality model will enhance your operational excellence and greater adoption would provide the foundation for industry-wide Quality performance metrics that will recognize success and validate that Quality is improving in the pipeline industry.

Copyright © 2018 by ASME



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