You are correct to say that hazards in the workplace, be it office, workshop, or warehouse, could be controlled by following safety rules, but if you trivialize the practice of good housekeeping, the price may be painful. An organized workplace is a safe workplace, and a safe workplace is a
productive workplace. An untidy workplace is a hazard for workplace injury, exposure to health challenges, fuels fire outbreaks, and damages reputation.
Good housekeeping is an important part of workplace safety. It is a big deal.
The Occupational Health and Safety Administration (OSHA) says: “Good housekeeping is evidenced by floors free from grease and oil spillage; properly identified passageways; unobstructed access and exits; neat and orderly machinery and equipment; well-nested hoses and cables; properly stored materials; removal of waste or debris from the working area; surfaces, including elevated locations, free from accumulated dust; and adequate lighting. Maintaining these conditions contributes significantly to lower incident rates’’. Indeed, a safe workplace is one with a culture of good housekeeping; It is organized – a place for everything and everything in its place, and it’s sustainable. It is not a clean-up activity after work, it’s an attitude expressed before, during, and after work. It isn’t a one-time clean-up done occasionally, it’s something you do that nobody notices until you don’t do it.
Poor housekeeping in the workplace is the leading cause of slips, trips, and falls. There are estimated to be 25000 slips, trips, and falls each day at work. They account for 25 percent of all workplace injuries and 15 percent of workplace death. That tiny piece of a pen, screw, or hand tool you allow to lay on the floor; that little spill of water or oil you don’t clean up immediately, may cause a trip, slip,or fall, giving you a bad day. A cluttered workplace can not only fuel fire but can impede movement in case of an emergency. Many industrial fires are the direct result of accumulations of oily-soaked, and saturated items of clothing, rags, and other combustible materials. Fume and dust generated from the factory or workshop and not properly contained are health hazards. Machines not inspected before use may get you injured. Any workplace that takes issues of good housekeeping for granted often gets punished. Good housekeeping is a serious safety matter, and the practice must come with commitment.
The best practice for staying organized in the workplace demands that we follow an established safety procedure in placing everything in its correct position. In the practice of good housekeeping, the 5s principle is a methodology that guarantees safety, if engaged appropriately, in a workplace. The 5s stand for – SORT, SET IN PLACE, SHINE, STANDARDIZE, and SUSTAIN. This is not just another ‘how’ tool, it’s rather a permanent mindset that helps us organize, simplify, and work safely.
Let’s consider the 5s in detail and demonstrate best practices with reference to the BOG’s Valve Assembly and Servicing Facility at the Lekki Free Zone, Lagos Nigeria, the state-of-the-art facility comprising of a valve assembly plant and servicing workshop, with various units working interdependently and delivering reliable and quality valve asset management and maintenance.
SORT: This entails separating wanted items from unwanted. Make a judgment based on what is required. Items may be recycled, trashed, or relocated to more appropriate areas. On a typical workday at the BOG’s valve assembly workshop, several wastes are generated from the various activities, and measures are in place to collect and separate waste- either to trash or recycle. Containers are provided in the designated work area for combustible and non-combustible wastes, chemical wastes, scrap metals from the machining and welding areas, and waste grits from the blasting activities (See Picture 1). Fumes from hot work and painting activities are contained by ultra-modern fume extractors (See Picture 2). Grits waste and dust are managed with modern dust collectors and recycling machines (See Picture 3).
SET IN PLACE: Here we place all materials in the right position to enhance efficiency. At BOG’s valve assembly, we have a flange management system that ensures the flanges are organized in various ranges and sizes on the flange rack (See Picture 4). Disassembled valves are stored in special bins. Hand tools including mechanical, electrical, and instrument are put in their designated toolboxes and carts. Broken and damaged tools are quarantined in ‘’red tag’’ areas. Materials in the storage area are properly stalked and assigned an appropriate location with labels assigned (See Picture 5). Waste is disposed of properly.
SHINE: This involves routine cleanup and inspection of the workplace. The areas and floors are well-marked at BOG’s valve assembly, with neat and orderly machines and equipment. Proper inspections are carried out on tools and equipment before use. When valves and actuators are overhauled, we often encounter water ingress, grease, or oil. Spills on the floor or worktable are cleaned up as soon as they occur, we do not have to wait till the end of the job.
STANDARDIZE: This talks about creating methods to achieve 5s. It entails creating expectations, assigning responsibilities, awareness communication, and documentation, all aiming to ensure consistency. At the BOG workshop, it’s our culture to have a routine checklist for all equipment; carry out periodic audits; communicate hazards; engage in daily toolbox meetings and risk assessments before any job’s commencement.
SUSTAIN: This involves creating habits that aid the consistent application of 5s. At BOG, Best practices and improvements are recognized; technicians are trained to run 5s audits; everyone is encouraged to communicate openly and suggest constructive criticism; self-discipline is highly encouraged.
Achieving a safe workplace and maintaining a culture of good housekeeping is everyone’s responsibility. You may not necessarily be the one to perform the act, but you can intervene to get the issue fixed. The 5s activities build the discipline needed for continuous improvement and efficiency in the workplace. Always remember that good housekeeping is not just a workplace activity, it is a workplace attitude. It is a big deal.
Written by Austin Omobo
Valve Engineer
References
Bell Oil & Gas Valve Assembly Plant
Safety matters weekly, safety matter weekly website, 31 January 2021,
< https: www.safetymatterweekly.com>
Sunshine school and development center,1st February 2019, SSDC-Good housekeeping OSHA Training
https:/www.youtube.com/watch?v=5Bsuo
Lean Production, Lean production website, January 2022 www.leanproduction.com/
12 Saka Jojo, Off Idejo Street, Victoria Island, Lagos, Nigeria.
Tel +234(0) 2012700403, +234(0) 2012700404
6 Fiddil Avenue Off Ordinance Junction Trans-Amadi, Port-Harcourt, Rivers State, Nigeria.
Tel +234 (0) 8 465 2176
Plot H-04-003(B), Abuja Road (E6), South Quadrant, Lekki Free Zone, Ibeju-Lekki, Lagos, Nigeria.
Head of Human Resources
Abdul-Hakeem Dan’Azimi Bello is a seasoned Human Resources and administrative leader with over 15 years of professional experience in driving organizational success through strategic human resources management and administrative functions. He has played a pivotal role in defining and implementing comprehensive HR strategies aligned with corporate goals. His expertise extends to talent acquisition, workforce management, training program development, and employee relations, supporting over 100 employees and facilitating major workforce expansions.
Bello has demonstrated a proven ability to manage complex projects, enhance operational efficiency, and foster a strong organizational culture. His technical skills include proficiency in tools like Microsoft Suite, Slack, and HR Information Systems (HRIS), making him adept in optimizing HR functions through data-driven decision-making and process improvement.
In addition to his operational excellence, AD Bello has earned various certifications in HR management and is an Associate of the Chartered Institute of Personnel Management (CIPM). He holds a BSc in Accounting from Bayero University, Kano and an MSc in Treasury Management. He has actively contributed to international HR initiatives and business strategy development.
Operations Manager
Ebi Dike is a dynamic and results-oriented operations and project manager. With a successful track record and specialization in pipeline and piping operations and projects spanning over 15 years, Ebi has consistently delivered exceptional results in complex and challenging project environments.
Ebi’s strong leadership abilities have allowed him to effectively coordinate cross-functional teams, fostering collaboration, and ensuring seamless communication throughout project lifecycles. Since his involvement in the Bonga FPSO project in 2004, Ebi has lead project teams on other FPSOs like Erha, Agbami, Akpo, Usan, and Egina. He has also led project teams on other offshore and land production facilities like Total’s Ikike Project, Chevron’s DSO – Meren GGCP & SONAM Projects, Interplant Corridor Escravos Pipeline Project, and Abiteye Sewage Treatment Plant Project.
Ebi’s technical expertise is complemented by his in-depth knowledge of industry regulations, safety protocols, and quality control standards. He consistently applies best practices and innovative solutions to optimize processes, enhance efficiency, and minimize risks. His ability to analyze complex situations and make data-driven decisions has proven invaluable in resolving challenges and delivering successful outcomes. As Operations Manager, Ebi is responsible for managing cross-functional field operations and delivering various complex projects across an array of clients.
Ebi has a Bachelor of Technology Degree in Geology and a Post Graduate Diploma in Computer Information Technology, both from Federal University of Technology, Owerri. He holds certifications in relevant areas such as piping design, equipment maintenance, safety, quality, and project management methodologies. He has also completed several training programmes in engineering design, construction, management, and improvement in operational processes. Ebi also actively pursues continuous learning opportunities and stays updated with the latest industry advancements.
Beyond oil and gas services, Ebi has interests in Systems and Design thinking, Data analytics, Agile concepts and principles, Lean Six Sigma principles, and emerging technologies. He is also an avid reader of different genres. Ebi is keen on making contributions to positively impact his immediate environment and the society at large.
Finance Manager
Aigbe Abohi is a seasoned professional with almost 10 years cognate industry experience in areas of accounting, financial management, financial planning and reporting, budgeting, and operational finance.
Prior to joining Bell Oil and Gas, he was a General Ledger Manager at Flour Mills of Nigeria Plc where he was responsible for general accounting operations, financial reporting, suggesting, and implementing sound internal control procedures, designing standard operating procedure manuals, preparing annual audited financial statements, as well as leading and coordinating external audit exercises for various companies in the agro allied value chain. He had also functioned as a finance and accounts team lead in other organizations where he oversaw finance and management reporting, accounts payables and receivables, inventory, payroll as well as fixed assets management.
In his current role at Bell Oil and Gas, he is responsible for supervising the finance team, coordinating a variety of finance and accounts activities including general accounting, accounts payables, payroll and treasury management, financial reporting and budgeting amongst others.
He holds a bachelor’s degree in Accounting from the University of Benin, and is a member of the Institute of Chartered Accountants of Nigeria (ICAN).
His hobbies include studying, sports, music, movies and networking.
Plant Manager, OCTG Threading and Machining Plant
Chinwe is a result-driven and seasoned engineer with a proven history of plant setup and production optimization through improved efficiency, cost and waste reduction, enhanced product quality and resource management. He believes in getting it right the first time.
Chinwe is skilled in team leadership, training and development, strategic planning and innovative problem-solving.
This has been proven in 17+ years of professional experience in OCTG precision manufacturing where he has managed daily plant operations, ensuring safety with zero LTI, high product quality with zero scrap and enhanced productivity, leading cross-functional teams to achieve production targets and optimize processes, implementing cost-saving initiatives, resulting in significant expense reduction.
Chinwe holds a Bachelor of Engineering degree in Electrical/Electronic Engineering from the University of Port Harcourt and has acquired several tailored certifications in quality and production optimization.
Beyond oil and gas, he has an interest in family, reading different genres and good governance.
Chairman, Board of Directors
Dr. (Engr.) Chima has over 31 years of experience in the oil and gas industry. He spent his first three years with Schlumberger where he started out in 1978. He joined The Shell Petroleum Development Company (SPDC) in 1986. Chima was sent overseas on assignment as Senior Petrophysicist, Land Operations, in Nederlandse Aardolle Maatschaappij, a Shell/ Esso company in Assen, northern Netherlands. He returned to Nigeria in 1989 to become the Divisional Chief Petrophysicist. He was later appointed Chief Petroleum Engineer in the Western Division of The Shell Petroleum Development Company of Nigeria (SPDC).
Dr. Chima drilled the first horizontal well in Shell’s operations in Nigeria. From 1994 to 1999, he served as the Petroleum Economist for Europe and Africa at Shell International Headquarters in The Hague, Holland; Acting Petroleum Engineering Manager, Western Division; Human Resources Manager; and Deputy Development Director and Corporate Well Engineering Manager and Service Director at SPDC. In 2004, he became the Managing Director of Shell Nigeria Exploration and Production Company (SNEPCo), pioneering offshore and deep-water exploration and production operations in Nigeria and bringing on stream the Bonga field. Chima joined NLNG in 2008 as the first Nigerian Managing Director from The Shell Petroleum Development Company of Nigeria (SPDC), a position he held between 2008 and 2012. During the same period, he was the Executive VP of Bonny Gas Transport Limited.
As the Chairman Board of Directors in Bell Oil & Gas, he is responsible for leading the Board on strategic matters and guiding the company on its strategic direction. Dr. Chima holds a degree in Electronics and Electrical Engineering from the University of Nigeria, Nsukka and a Doctorate Degree Honoris causa in Production Management from the Federal University of Technology, Owerri. He is a member of the Society of Petroleum Engineers (SPE), Institute of Directors and the Nigerian Economic Summit Group. He is also the former president of the Nigerian Gas Association and a fellow of the Energy Institute of London. He also serves on the board of several notable companies.
Position: Assistant General Manager
Ejiro Erivona has over 20 years of international experience in the upstream sector of the oil and gas industry. His expertise spans Business Operations Management , Business Development, Contracts and process management in the oil service industry as well as the Exploration and production segment of the Oil and Gas Business.
He has managed key business divisions for various multinationals like Falcon, General Electric and Baker Hughes, working in various countries in Africa and North America, leading multidisciplinary and multicultural teams to achieve stellar business outcomes. Most recently, he held the position of Senior Manager, Operations at Nigeria’s Major E&P Independent- Conoil Producing Nigeria.
Experienced in business startups, as well as new business generation, Ejiro has a track record of closing major deals in the IOCs, NOCs and marginal field operators in the sub-continent.
He holds a Master of Business Administration (MBA) from the university of wales and a Bachelor of Science in Computer Science from the University of Benin. He is also an alumnus of the Administrative College of India ( ASCI)
Ejiro has a “Black Belt” in people and change management and has pursued the same with great flair.
Chief Executive Officer
With a solid background in corporate strategy, business development, project management, business analysis and supply chain management, gained from key positions with various blue chip organisations, Kayode has many years international and domestic experience in driving businesses to achieve their strategic and corporate goals.
Prior to Bell Oil & Gas Ltd, he managed and delivered various strategic projects for multi-national corporations in Europe including business process re-engineering, organisation design, change management, ERP solutions, mergers & acquisitions, and post-merger business integration. He held strategic positions in different organisations including the Nigerian National Petroleum Corporation (London office), British Telecommunications (UK), Johnson & Johnson (UK), Cable & Wireless (UK) and GlaxoSmithKline (UK) where he managed and developed supply chain processes, new product introduction models, sales and operations planning policies, product rationing strategies, customer services and performance management methodologies across Europe. His various achievements led to him being named the Glaxo Wellcome IIP Award winner in 1998.
A finalist at the 2011 Ernst & Young Entrepreneur of the Year Award, and a founding director of Bell Oil & Gas, Kayode is a seasoned entrepreneur with a successful track record of leadership in cross-functional teams. At Bell Oil & Gas Ltd where he has held the position of CEO since inception, Kayode is responsible for corporate strategy, business planning, major projects development, change management, corporate governance, strategic alliances, brand management and corporate social responsibility. He is also responsible for the overall direction, growth and expansion of the company.
A strong advocate of continuous learning, Kayode is an ardent reader of a range of books covering leadership, motivation, relationship building, crime, autobiographies, and Christian literature. He is also a presenter and speaker at international conferences with specific interests in Strategic Alliances, Nigerian Content, and Entrepreneurship.
Kayode is an avid animal lover, with interests in exotic breeds of dogs, parrots, horses and wildlife. He is also a staunch Formula 1 follower, a lover of cricket, rugby, snooker, polo and sailing.
A Harvard Business School and Warwick Business School alumnus, Kayode is a highly motivated and articulate professional who brings with him, deep business insights, strategic thinking, and extensive management and business development experience and expertise spanning many key business areas.
A Certified Management Consultant (CMC), Kayode serves on the board of a number of companies, including several start-ups, provides advisory services to many organisations, within and outside the oil industry and supports young aspiring entrepreneurs in translating ideas into business reality. Kayode is also the founder and chairman of Rifugio Communications, a leading mobile phone retail and enterprise solutions provider in Nigeria. He holds a B.SC (Hons) Degree in Physics, an MSc in Advanced Manufacturing Systems, an MBA and a Doctorate Degree in Business Administration with research interest in Strategic Alliances and Implications for Local Capacity Development in the Nigerian Oil & Gas industry.
Kayode is a member of the Institute of Directors, the Nigerian Institute of Management and a Fellow of the Institute of Management Consultants (IMC-Nigeria).
Position:
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