Conduct of Operations and Operational Discipline E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 392

Veröffentlichungsjahr: 2011

Beschreibung

Process safety management (PSM) systems are only as effective as the day-to-day ability of the organization to rigorously execute system requirements correctly every time. The failure of just one person in completing a job task correctly just one time can unfortunately lead to serious injuries and potentially catastrophic incidents. In fact, the design, implementation, and daily execution of PSM systems are all dependent on workers at all levels in the organization doing their job tasks correctly every time. High levels of Operational Discipline, therefore, help ensure strong PSM performance and overall operational excellence.

This book details management practices which help ensure rigor in executing process safety programs in order to prevent major accidents.

Leseprobe

CONTENTS

Cover

Half Title page

Title page

Copyright page

List of Tables

List of Figures

Online Materials Accompanying This Book

Acronyms and Abbreviations

Glossary

Acknowledgments

Preface

Executive Summary

Chapter 1: What Is COO/OD and How Can I Tell If I Need It?

1.1 Introduction

1.2 Purpose of this Book

1.3 Focus and Intended Audience

1.4 Definitions

1.5 How to Use this Book

1.6 How Do I Know If I Need to Improve My COO/OD System?

1.7 Basic COO/OD Concepts

1.8 Implementation of the COO/OD System

1.9 Scope of the Book

1.10 Relationship to Other Management System Frameworks

1.11 Summary

1.12 References

Chapter 2: Benefits of COO/OD

2.1 Introduction

2.2 Objectives of COO/OD

2.3 Evolution of COO/OD SYSTEMS

2.4 Summary References

2.5 References

2.6 Additional Reading

Chapter 3: Leadership’s Role and Commitment

3.1 Introduction

3.2 Achieving Greatness with COO/OD

3.3 Leadership’s Role in Instituting COO/OD

3.4 Summary

3.5 References

3.6 Additional Reading

Chapter 4: The Importance of Human Factors

4.1 Introduction

4.2 Human Behavior Issues

4.3 What Is a Human Error?

4.4 Common Misconceptions About Human Performance

4.5 Categories of Human Errors

4.6 Human Error Initiators

4.7 How Does a COO/OD System Prevent and Mitigate Human Errors?

4.8 Relationship Between COO/OD and Other Common Human Performance Tools

4.9 Getting Everyone Involved in Human Factors

4.10 Human Factors Metrics

4.11 Summary

4.12 References

4.13 Additional Reading

Chapter 5: Key Attributes of Conduct of Operations

5.1 Introduction

5.2 COO Applied to Process Safety Management Systems

5.3 Organization of this Chapter

5.4 COO Foundations

5.5 People

5.6 Process

5.7 Plant

5.8 Management Systems

5.9 Summary

5.10 References

5.11 Additional Reading

Chapter 6: Key Attributes of Operational Discipline

6.1 Introduction

6.2 Organizational Attributes

6.3 Individual Attributes

6.4 Summary

6.5 References

6.6 Additional Reading

Chapter 7: Implementing and Maintaining Effective COO/OD Systems

7.1 Introduction

7.2 Develop a Plan

7.3 Implement the Plan

7.4 Monitor Progress

7.5 Adjust the Plan and Continuously Improve

7.6 Application to Different Roles

7.7 Summary

7.8 References

7.9 Additional Reading

Index

CONDUCT OF OPERATIONS AND OPERATIONAL DISCIPLINE

Copyright © 2011 by American Institute of Chemical Engineers, Inc. All rights reserved.

A Joint Publication of the Center for Chemical Process Safety of the American Institute of Chemical Engineers and John Wiley & Sons, Inc.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, [phone], fax [phone], or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, [phone], fax [phone], or online at www.wiley.com/go/permission.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at [phone], outside the United States at [phone] or fax [phone].

Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic format. For information about Wiley products, visit our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Conduct of operations and operational discipline : for improving process safety in industry.p. cm.“Center for Chemical Process Safety”—T.p. Includes bibliographical references and index.ISBN 978-0-470-76771-9 (hardback)1. Industrial safety. I. American Institute of Chemical Engineers. Center for Chemical Process Safety.T55.G788 2011660’.2804—dc22

2010047225

oBook: 978-1-118-029206ePDF: 978-1-118-029183ePub: 978-1-118-029190

It is sincerely hoped that the information presented in this document will lead to an even more impressive safety record for the entire industry; however, neither the American Institute of Chemical Engineers (AIChE), its consultants, AIChE’s Center for Chemical Process Safety (CCPS) Technical Steering Committee and the Conduct of Operations/Operational Discipline Subcommittee members, their employers, their employers’ officers and directors, nor ABSG Consulting Inc. and its employees warrant or represent, expressly or by implication, the correctness or accuracy of the content of the information presented in this Concept book. As between (1) AIChE, its consultants, CCPS Technical Steering Committee and Subcommittee members, their employers, their employers’ officers and directors, and ABSG Consulting Inc. and its employees, and (2) the user of this document, the user accepts any legal liability or responsibility whatsoever for the consequence of its use or misuse.

LIST OF TABLES

TABLE 1.1 Examples of Management Operational Discipline Resulting from a COO System

TABLE 1.2 Examples of COO and OD Issues for Various Situations

TABLE 1.3 Key Chapters for Each Job Position

TABLE 1.4 Indicators of Effective COO/OD Systems

TABLE 1.5 Examples of COO System Characteristics

TABLE 1.6 Examples of OD System Characteristics

TABLE 1.7 COO/OD System Inputs and Outputs for Selected RBPS Elements

TABLE 4.1 Examples of Personnel Performance Gaps (Human Errors)

TABLE 4.2 Examples of Potential Safeguards for SRK Error Types

TABLE 4.3 Examples of Error-Likely Situations

TABLE 4.4 Typical Human Factors/COO/OD Activities by Group

TABLE 5.1 Summary of COO Attributes

TABLE 6.1 Comparison of Activity-Based and Outcome-Based Metrics for Safe Work Practices

TABLE 7.1 The Plan-Do-Check-Adjust Process Applied to COO/OD Implementation

TABLE 7.2 Stages in the Evolution of a COO/OD System

LIST OF FIGURES

FIGURE 1.1 Typical Process Safety Pyramid

FIGURE 1.2 COO/OD Improvement and Implementation Cycle

FIGURE 2.1 General Facility or Process Value Management Model

FIGURE 3.1 Example Risk Matrix

FIGURE 3.2 COO/OD Improvement and Implementation Cycle

FIGURE 4.1 COO/OD Improvement and Implementation Cycle

FIGURE 4.2 The Continuum Between Conscious and Automatic Behavior

FIGURE 4.3 Reliability of Safeguards Versus Reliance on the End User

FIGURE 4.4 More Reliable Safeguards Push Errors Away from End Users

FIGURE 4.5 Behavior-Based Program Flowchart

FIGURE 4.6 Antecedent-Behavior-Consequence Analysis Flowchart

FIGURE 4.7 Human Performance Technology Approach Flowchart

FIGURE 5.1 COO/OD Improvement and Implementation Cycle

FIGURE 5.2 CCPS’s Risk-Based Process Safety Management System

FIGURE 6.1 DuPont PSM Wheel

FIGURE 6.2 COO/OD Improvement and Implementation Cycle

FIGURE 7.1 COO/OD Improvement and Implementation Cycle

FIGURE 7.2 Monitoring Performance of Safety-Critical Tasks

ONLINE MATERIALS ACCOMPANYING THIS BOOK

To access this online material, go to www.aiche.org/ccps/publications/COOD.aspx

Enter the password: COOD2010

ACRONYMS AND ABBREVIATIONS

ABCantecedent-behavior-consequenceACCAmerican Chemistry CouncilAIChEAmerican Institute of Chemical EngineersAPIAmerican Petroleum InstituteATMautomated teller machineBBbehavior-basedCCPSCenter for Chemical Process SafetyClO2chlorine dioxideCOcommanding officerCOOconduct of operationsCRMcrew resource managementCSBU.S. Chemical Safety and Hazard Investigation BoardDOEU.S. Department of EnergyDowDow Chemical CompanyDSEARDangerous Substances and Explosive Atmospheres RegulationsDuPontE. I. du Pont de Nemours and CompanyEH&Senvironmental, health, and safetyEPAU.S. Environmental Protection AgencyFDAU.S. Food and Drug AdministrationGMGeneral Motors CompanyHFhydrofluoric acidHPCLHindustan Petroleum Corporation Ltd.HPThuman performance technologyINPOInstitute of Nuclear Power OperationsISOInternational Organization for StandardizationITPMinspection, test, and preventive maintenanceJSAjob safety analysisMOCmanagement of changeN-D-Cnegative, delayed, certainN-D-Unegative, delayed, uncertainN-I-Cnegative, immediate, certainN-I-Unegative, immediate, uncertainNASAU.S. National Aeronautics and Space AdministrationNRCU.S. Nuclear Regulatory CommissionNUMMINew United Motor Manufacturing, Inc.OccidentalOccidental Petroleum (Caledonia) Ltd.ODoperational disciplineOODofficer on deckOSHAU.S. Occupational Safety and Health AdministrationP-D-Cpositive, delayed, certainP-D-Upositive, delayed, uncertainP-I-Cpositive, immediate, certainP-I-Upositive, immediate, uncertainPDperiscope depthPDCAPlan-Do-Check-AdjustPHAprocess hazard analysisPPEpersonal protective equipmentPSMprocess safety managementPSVpressure safety valveR&Dresearch and developmentRBPSrisk-based process safetyRMPrisk management programRPRecommended PracticeSMARTSpecific, Measurable, Attainable, Relevant, Time-specificSRKskill, rule, knowledgeSTARStop, Think, Act, and ReviewSWPsafe work practiceToyotaToyota Motor CorporationU.K.United KingdomVCMvinyl chloride monomer

GLOSSARY

Antecedent-behavior-consequence (ABC) analysis:

A human performance analysis tool that examines how human behavior is influenced by previous experiences with similar situations and expectations of reward or punishment.

Balanced scorecard:

A management system that provides feedback on both internal business processes and external outcomes to continuously improve strategic performance and results.

Behavior-based safety program:

A program designed to provide frequent feedback to personnel regarding their safety behaviors in the workplace.

Conduct of operations (COO):

The embodiment of an organization’s values and principles in management systems that are developed, implemented, and maintained to (1) structure operational tasks in a manner consistent with the organization’s risk tolerance, (2) ensure that every task is performed deliberately and correctly, and (3) minimize variations in performance.

COO is the management systems aspect of COO/operational discipline (OD).COO sets up organizational methods and systems that will be used to influence individual behavior and improve process safety.COO activities result in specifying how tasks (operational, maintenance, engineering, etc.) should be performed.A good COO system visibly demonstrates the organization’s commitment to process safety.

Consequence:

Within the context of human performance, the direct and indirect results of an action.

Deviation:

A variation in data, process variables, or human action that is large enough to exceed established design limits, safe operating limits, or standard operating procedures.

Discipline:

Within the context of OD, discipline refers to (1) an orderly or prescribed conduct or pattern of behavior and (2) a rule or system of rules governing conduct or activity. The word “discipline,” as used in OD, does NOT refer to punishment.

Error-likely situation:

A work situation in which the performance-shaping factors are not compatible with the capabilities, limitations, or needs of the operator. This situation is likely to prevent the operator from correctly performing the task.

Error-proofing:

Use of process or design features to prevent the occurrence, further processing, or acceptance of nonconforming actions or products. Also known as “mistake-proofingw.”

Fixed facility:

A portion of or a complete plant, unit, site, complex or any combination thereof that is generally not moveable. In contrast, mobile facilities, such as ships (e.g., transport vessels, floating platform storage and offloading vessels, drilling platforms), trucks, and trains, are designed to be movable.

Front-line personnel:

The personnel who perform tasks that produce the output of the work group. Front-line personnel include operations and maintenance personnel, engineers, chemists, accountants, shipping clerks, etc.

Human error:

1. Any human action (or lack thereof) that exceeds some limit of acceptability (i.e., an out-of-tolerance action) where the limits of human performance are defined by the system. Includes actions by designers, operators, or managers that may contribute to or result in accidents.

2. Mistakes by people, such as designers, engineers, operators, maintenance personnel, or managers, that may contribute to or result in hazardous events and incidents.

Human factors:

1. A discipline concerned with designing machines, operations, and work environments so that they match human capabilities, limitations, and needs. Includes any technical work (engineering, procedure writing, worker training, worker selection, etc.) related to the human factor in operator-machine systems.

2. Selecting materials or equipment that can better tolerate human error in handling; making a process or piece of equipment easier to understand, easier to function as intended, or more difficult to function improperly; ergonomics.

Human performance technology:

A systematic approach to improving productivity and competence that uses a set of methods and procedures to realize opportunities related to the performance of people.

Incident:

An unplanned event or series of events and circumstances that may result in an undesirable consequence, such as injury to personnel, damage to property, adverse environmental impact, or interruption of process operations.

Knowledge-based behavior:

Performance that requires personnel to consciously select and execute actions.

Lagging indicators:

Outcome-oriented metrics, such as incident rates, downtime, quality defects, or other measures of past performance.

Leading indicators:

Process-oriented metrics, such as the degree of implementation of or conformance with policies and procedures that support a management system.

Management system:

1. An administrative system that governs essential business activities.

2. A formally established set of activities designed to produce specific results in a consistent manner on a sustainable basis.

3. A program or activity involving the application of management principles and analytical techniques to ensure that the core attributes of each protection layer are met.

Mental models:

An individual’s or group’s simplified representation of a process or system that explains the relationship between its various inputs, internal processes, and outputs.

Mitigation safeguards:

A safeguard that is designed to reduce the severity of a loss event. Mitigation safeguards can be divided into detection safeguards and correction safeguards.

Operational discipline (OD):

The performance of all tasks correctly every time.

OD is the execution of the COO system by individuals within the organization.OD refers to the day-to-day activities carried out by all personnel.Individuals demonstrate their commitment to process safety through OD.Good OD results in performing the task the right way every time.Individuals recognize unanticipated situations, keep (or put) the process in a safe configuration, and seek involvement of wider expertise to ensure personal and process safety.

Organizational culture:

The common set of values, behaviors, and norms at all levels in a facility or in the wider organization that affect the operation of the facility.

Plan-Do-Check-Adjust (PDCA) approach:

A four-step process for quality improvement. In the first step (Plan), a way to bring about improvement is developed. In the second step (Do), the plan is carried out. In the third step (Check), what was predicted is compared to what was observed in the previous step. In the last step (Adjust), plans are revised to eliminate performance gaps. The PDCA cycle is sometimes referred to as (1) the Shewhart cycle because Walter A. Shewhart discussed the concept in his book entitled Statistical Method from the Viewpoint of Quality Control or (2) the Deming cycle because W. Edwards Deming introduced the concept in Japan; the Japanese subsequently called it the Deming cycle. It is also called the Plan-Do-Study-Act (PDSA) cycle.

Preventive safeguards:

A safeguard that forestalls the occurrence of a particular loss event, given that an initiating cause has occurred; i.e., a safeguard that intervenes before an initiating cause can produce a loss event.

Process life cycle:

The stages that a physical process or a management system goes through as it proceeds from birth to death. These stages include conception, design, deployment, acquisition, operation, maintenance, decommissioning, and disposal.

Process safety culture:

The common set of values, behaviors, and norms at all levels in a facility or in the wider organization that affect process safety.

Repeat-back:

A method of communication that requires the receiver to repeat the message back to the sender to validate that the appropriate message was received.

Risk-based process safety (RBPS):

The Center for Chemical Process Safety’s process safety management system approach that uses risk-based strategies and implementation tactics that are commensurate with the risk-based need for process safety activities, availability of resources, and existing process safety culture to design, correct, and improve process safety management activities.

Risk tolerance:

The maximum level of risk of a particular technical process or activity that an individual or organization accepts to acquire the benefits of the process or activity.

Rule-based behavior:

Behavior in which a person follows remembered or written rules. Examples might be the use of a written checklist to calibrate an instrument or the use of a maintenance manual to repair a pump.

Safeguard:

Any device, system, or action that would likely interrupt the chain of events between an initiating cause and a specific loss event.

Skill-based behavior:

The performance of routine actions governed by stored patterns of behavior. Examples might be the use of a hand tool by an experienced mechanic or the initiation of an emergency procedure by a trained and experienced operator.

SMART:

Specific, Measurable, Attainable, Relevant, Time-specific. Other potential meanings: S — significant, stretching; M — meaningful, motivational; A — agreed upon, acceptable, action-oriented; R — realistic, reasonable, rewarding, results-oriented; T — timely, tangible, trackable, time-bound.

Thoughtful compliance:

Performing tasks in compliance with all rules and requirements, but seeking the involvement of wider expertise when existing rules and requirements appear to be in conflict with process safety goals.

Variation:

A change in data, process parameter, or human behavior. Within prescribed limits, changes in data, process parameters, and human behavior are anticipated and acceptable. Variation outside established limits is called deviation.

World-class manufacturing:

A position of international manufacturing excellence, achieved by developing a culture based on factors such as continuous improvement, COO/OD, problem prevention, zero defect tolerance, customer-driven just-in-time production, and total quality management.

ACKNOWLEDGMENTS

The American Institute of Chemical Engineers (AIChE) and the Center for Chemical Process Safety (CCPS) express their gratitude to all of the members of the Conduct of Operations/Operational Discipline Subcommittee and their CCPS member companies for their generous efforts and technical contributions in the preparation of this book.