Guidelines for Implementing Process Safety Management E-Book

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

Seitenzahl: 384

Veröffentlichungsjahr: 2016

Beschreibung

The 2nd edition provides an update of information since the publication of the first edition including best practices for managing process safety developed by industry as well as incorporate the additional process safety elements. In addition the book includes a focus on maintaining and improving a Process Safety Management (PSM) System. This 2nd edition also provides "how to information to" determine process safety performance status, implement one or more new elements into an existing PSM system, maintain or improve an existing PSM system, and manage future process safety performance.

Leseprobe

GUIDELINES FOR IMPLEMENTING PROCESS SAFETYMANAGEMENT Second Edition

CENTER FOR CHEMICAL PROCESS SAFETY of the AMERICAN INSTITUTE OF CHEMICAL ENGINEERS New York, NY

Copyright © 2016 by the American Institute of Chemical Engineers, Inc. All rights reserved.

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 http://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 formats. For more information about Wiley products, visit our web site at www.wiley.com.

Library of Congress Cataloging-in-Publication Data:

Names: American Institute of Chemical Engineers. Center for Chemical Process Safety, author.     Title: Guidelines for implementing process safety management / by: CCPS.     Description: Second edition. | Hoboken, New Jersey : John Wiley & Sons Inc., [2016] |     Includes bibliographical references and index.     Identifiers: LCCN 2016024808| ISBN 978-1-118-94948-1 (cloth) | ISBN 978-1-119-24376-2 (epub)

Subjects: LCSH: Chemical processes–Safety measures. Classification: LCC TP149 .G838 2016 | DDC 660/.2804–dc23 LC record available at https://lccn.loc.gov/2016024808

This book is one in a series of process safety guidelines and concept books published by the Center for Chemical Process Safety (CCPS). Please go to www.wiley.com/go/ccps for a full list of titles in this series.

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, the American Institute of Chemical Engineers, its consultants, the CCPS Technical Steering Committee and Subcommittee members, their employers, their employers’ officers and directors, and ABSG Consulting Inc., and its employees do not warrant or represent, expressly or by implication, the correctness or accuracy of the content of the information presented in this document. As between (1) American Institute of Chemical Engineers, 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 consequences of its use or misuse.

CONTENTS

Files on The Web Accompanying this Book

Acronyms and Abbreviations

Glossary

Acknowledgments

Preface

1 Introduction

1.1 Overview

1.2 Background/History of PSM

1.3 Process Safety Resources

1.4 PSM Implementation Lessons

1.5 The Business Case for Process Safety

1.6 Importance of Integrating PSM with Business Systems

1.7 Intended Audience and How to use These Guidelines

1.8 References

2 Evaluating PSM System Implementation and Performance

2.1 The Modified Safety Triangle

2.2 Common Indicators at each Level of the Triangle

2.3 Process Stages in the Company/Facility Life Cycle

2.4 Documenting Conclusions

2.5 References

3 Preparing for Process Safety Management Change

3.1 Securing Management Commitment

3.2 Establishing a Culture For Change

3.3 References

4 Implementing a New PSM System

4.1 Develop the Design Specification for the PSM System

4.2 Create Element and System Workflows

4.3 Estimate the Workloads and Resources

4.4 Develop Written Programs/Procedures

4.5 Roll Out the Elements and System

4.6 Monitor the PSM System’s Implementation, Initial Performance, and Progress

4.7 References

5 Integrating New Elements into an Existing PSM System

5.1 Developing a New Element

5.2 Integrating New Element Activities into Existing Elements

5.3 Implementing New RBPS Elements

5.4 Monitoring New Elements or Activities

5.5 References

6 Improving an Existing PSM Element or System

6.1 Determining Which Elements to Improve

6.2 Assessing the Program and Determining the Root Causes of Poor Performance

6.3 Improving the PSM Program

6.4 Developing the Solution for an Element or System

6.5 Monitoring Improvement of an Element or System

6.6 References

7 Integrating PSM/HSE with a Business Management System

7.1 Values and Policy Interfaces/Conflicts with Business Enterprise

7.2 Types of BMS Activities

7.3 Company and Regional Politics

7.4 Workflows/Processes of Existing BMS

7.5 Planned Changes to Existing BMS

7.6 Interfaces with Existing BMS

7.7 Resolving BMS Conflicts

7.8 References

8 Managing Future Process Safety Performance

8.1 Ensure a Robust PSM System

8.2 Avoid Past PSM System Failure Modes

8.3 Watch for Early Warning Signs

8.4 Consider Other Enhancements

8.5 References

Appendix I: Global PSM Regulations/Good Industry Practices

Appendix II: Eli Lilly and Company PSM Implementation Case Study

Appendix III: Risk Based Process Safety (RBPS) Implementation Tools

Appendix IV: The Business Case for Process Safety

Appendix V: Example Facility Ranking Process

Appendix VI: Example Presentation on PSM Plan

Appendix VII: Mapping Performance Issues to Culture Features

Index

EULA

List of Tables

Chapter 1

Table 1.1

Table 1.2

Table 1.3

Table 1.4

Table 1.5

Table 1.6

Chapter 2

Table 2.1

Table 2.2

Table 2.3

Chapter 4

Table 4.1

Table 4.2

Table 4.3

Table 4.4

Table 4.5

Table 4.6

Table 4.7

Table 4.8

Table 4.9

Table 4.10

Table 4.11

Table 4.12

Table 4.13

Table 4.14

Table 4.15

Table 4.16

Table 4.17

Table 4.18

Table 4.19

Table 4.20

Chapter 5

Table 5.1

Chapter 6

Table 6.1

Table 6.2

Chapter 7

Table 7.1

Table 7.2

Table 7.3

Table 7.4

Table 7.5

Table 7.6

Chapter 8

Table 8.1

Table 8.2

List of Illustrations

Chapter 2

Figure 2.1 The Modified Safety Triangle

Chapter 4

Figure 4.1 Simple Generic MOC Workflow

Figure 4.2 Incident Investigation Workflow

Figure 4.3 Detailed MOC Workflow

Figure 4.4 PHA Workflow

Figure 4.5 Compliance Audit Workflow

Figure 4.6 Example of Interrelated PSM Elements and Implementation Order

Figure 4.7 Final Plan Schedule – Linear Timeline

Figure 4.8 Final Plan Schedule for Overall Program

Figure 4.9 Sample Reports: Resources Used and Expenses vs. Plan

Figure 4.10 Example RASCI Chart for Management of Change

Chapter 5

Figure 5.1 The DuPont Bradley Curve

Figure 5.2 The HSE Culture Ladder

Chapter 6

Figure 6.1 Flowchart for Determining Root Causes

Figure 8.1 Example of a “Faulty” Safety Pyramid

Guide

Cover

Contents

Preface

Pages

xvii

xviii

xix

xxi

xxii

xxiii

xxiv

xxv

xxvi

xxvii

xxviii

xxix

xxx

xxxi

xxxii

xxxiii

xxxiv

xxxv

xxxvi

xxxvii

xxxviii

xxxix

xl

xli

xlii

xliii

xliv

xlv

xlvi

xlvii

xlix

l

li

lii

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

32

33

34

35

37

38

39

40

41

42

43

44

45

46

47

48

49

50

51

52

53

54

55

56

57

58

59

60

61

62

63

64

65

66

67

68

69

70

71

72

73

74

75

76

77

78

79

80

81

82

83

84

85

86

87

88

89

90

91

92

93

94

95

96

97

98

99

100

101

102

103

104

105

106

107

108

109

110

111

112

113

114

115

117

118

119

120

121

122

123

124

125

126

127

128

129

130

131

132

133

134

135

137

138

139

140

141

142

143

144

145

146

147

148

149

150

151

152

153

154

155

156

157

158

159

160

161

162

163

164

165

166

167

168

169

170

171

172

173

174

175

176

177

178

179

180

181

182

183

184

185

186

187

188

189

190

191

193

194

195

196

197

198

199

200

201

202

203

204

205

206

207

208

209

210

211

212

213

214

215

216

217

218

219

220

221

222

223

224

225

226

227

228

229

230

231

232

233

234

235

236

237

238

239

240

241

242

243

244

245

246

247

248

249

250

251

252

253

254

255

256

257

258

259

260

261

262

263

264

265

267

268

269

271

272

273

275

276

277

278

279

280

281

283

284

285

286

FILES ON THE WEB ACCOMPANYING THIS BOOK

Access the following Guidelines for Implementing Process Safety Management tools and documents at:

http://www.aiche.org/ccps/implementing-ps-download

Password: Implement2016

Eli Lilly and Company, PSM Tools and Globally Integrated Process Safety Management (GIPSM) Maps (i.e., PSM system workflows), including:

Process Risk Screening Tool

PSSR Process Description Document

PSSR Map

PSSR Requirements Document

Safety Critical Operations (SCO) Selection Tool

PSI Template

Change Management Response and IAT (Impact Assessment Tool) Comments

MI List - example

MITI (Mechanical Integrity Test and Inspection) Guideline

CPH (Catastrophic Process Hazards) Risk Screening Tool and Worked Example

CPH Program

Serious Injury and Fatality (SIF) Pre-Cursor Guide

Process Hazard Review Process Maps (6)

Process Hazard Review for Capital Projects Maps (5)

Process Safety Culture Survey (from Baker Panel Report)

PSM Project Implementation Plan Example

PSM Software Compilation

Recommended Guidelines for Contractor Safety and Health,

Texas Chemical Council Occupational Safety Committee, 2008

Copies of various global regulations and good industry practices (referenced in Appendix I)

Integrated Process Safety/HSSE/Business Triangles and Matrices

ACRONYMS AND ABBREVIATIONS

ACC

American Chemistry Council

AIChE

American Institute of Chemical Engineers

ALARP

As Low as Reasonably Practicable

ANSI

American National Standards Institute

API

American Petroleum Institute

ASME

American Society of Mechanical Engineers

ASTM

American Society for Testing and Materials

BMS

Business Management System

CA

Compliance Audits

Capex

Capital Expenditure

CCPS

Center for Chemical Process Safety

CFATS

Chemical Facility Anti-Terrorism Standards

CFR

Code of Federal Regulations

CIAC

Chemical Industry Association of Canada

COMAH

Control of Major Accident Hazards (UK HSE Regulation)

CON

Contractors

COO

Conduct of Operations

CPH

Catastrophic Potential Hazard

CPI

Chemical Process Industry

CSChE

Canadian Society for Chemical Engineering

CWS

Compliance with Standards

EHS

Environmental, Health, and Safety

EP

Employee Participation

EPA

U.S. Environmental Protection Agency

EPR

Emergency Planning and Response

EU

European Union

FMEA

Failure Mode and Effects Analysis

GIPSM

Globally Integrated Process Safety Management

HAZOP

Hazard and Operability

HR

Human Resources

HRO

Higher Risk Ope ration

HSE

Health and Safety Executive (UK) ; Health, Safety, and Environmental

HWP

Hot Work Permit

ICI

Imperial Chemical Industries

II

Incident Investigation

IIAR

International Institute of Ammonia Refrigeration

IMS

Information Management System

IP

Intellectual Property

IT

Information Technology

ITPM

Inspection, Testing, and Preventive Maintenance

KPI

Key Performance Indicator

LOPA

Layer of Protection Analysis

MARSEC

Maritime Security

MI

Mechanical Integrity

MITI

Mechanical Integrity Test and Inspection

MKOPSC

Mary Kay O’Connor Process Safety Center

MOC

Management of Change

NFPA

National Fire Protection Association

OD

Operational Discipline

OECD

Organisation for Economic Cooperation and Development

OP

Operating Procedures

OSHA

U.S. Occupational Safety and Health Administration

P&ID

Piping and Instrumentation Diagram

PAR

Performance Assurance Review

PDCA

Plan-Do-Check-Adjust

PHA

Process Hazard Analysis

PIT

Powered Industrial Truck

PSC

Process Safety Competency

PSI

Process Safety Information

PSM

Process Safety Management

PSN

Process Safety Network

PSSR

Pre-startup Safety Review

QRA

Quantitative Risk Assessment

RAGAGEP

Recognized and Generally Accepted Good Engineering Practice

RASCI

Responsible, Accountable, Supports, Consulted, Informed

RBI

Risk Based Inspection

RBPS

Risk Based Process Safety

RCA

Root Cause Analysis

REACH

Registration, Evaluation, Authorisation & Restriction of Chemicals

RMP

Risk Management Program

RP

Recommended Practice

SAWS

State Administration of Work Safety (China)

SCO

Safety Critical Operation

SDS

Safety Data Sheet

SHE

Safety, Health, and Environmental

SHEQ&S

Safety, Health, Environmental, Quality, and Security

SIF

Serious Injury and Fatality

SPI

Safety Performance Indicator

TAPPI

Technical Association of the Pulp and Paper Industry

TQ

Threshold Quantity

TQM

Total Quality Management

TRN

Training

UK

United Kingdom

WHS

Work Health and Safety

GLOSSARY

Acceptable Risk

The average rate of loss that is considered tolerable for a given activity.

Accident

An unplanned event or sequence of events that results in an undesirable consequence.

Accountability

The obligation to explain and answer for one's actions that are related to expectations, objectives, and goals. In this context, those that are accountable for PS M activities are answerable to the one person who has the ultimate responsibility for the program. There may be multiple persons accountable for an activity but only one person with the ultimate responsibility. Accordingly, it is a powerful element of an effective process safety management system.

Action Tracking

A method of logging progress when implementing a task or set of tasks.

Administrative Controls

Procedural mechanisms, such as lockout/tagout procedures, for directing and/or checking human performance on plant tasks.

Adverse Reaction

Undesirable effect of a drug, vaccine, or medical device; it can be as mild as a short-term injection- siteirritation or as serious as a life - threatening acute onset of anaphylaxis; also referred to as adverse event.

Alternative Release Scenario (ARS)

The basis for an offsite consequence analysis required by the EPA RMP rule. This release scenario is less conservative, and more likely to occur than the worst- case scenario.

Anecdotal

Verbal evidence that is not supported by other, corroborating evidence. For example, the results of an interview with one person are not the basis for issuing a finding.

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.

As Low As Reasonably Practicable (ALARP)

The concept that efforts to reduce risk should be continued until the incremental sacrifice (in terms of cost, time, effort, or other expenditure of resources) is grossly disproportionate to the incremental risk reduction achieved. The term as low as reasonably achievable (ALARA) is often used synonymously.

Asset

Any person, environment, facility, material, information, business reputation, or activity that has positive value to an owner. The asset may have value to an adversary, as well as an owner, although the nature and magnitude of those values may differ.

Asset Integrity

A PSM program element involving work activities that help ensure that equipment is properly designed, installed in accordance with specifications, and remains fit for purpose over its life cycle. Also asset reliability.

Audit

A systematic, independent review to verify conformance with prescribed standards of care using a well-defined review process to ensure consistency and to allow the auditor to reach defensible conclusions.

Audit (Process Safety Audit)

An inspection of a plant or process unit, drawings, procedures, emergency plans, and/or management systems, etc., usually by an independent, impartial team.

Benchmarking

The comparison of current operating practices to internal or external company practices, industry best practices, and regulatory standards.

Catastrophic

A loss with major consequences and unacceptable lasting effects, usually involving significant harm to humans, substantial damage to the environment, and/or loss of community trust with possible loss of franchise to operate.

Catastrophic Release

An uncontrolled loss of containment of toxic, reactive, or flammable materials from a process that has the potential for causing onsite or offsite acute health effects, significant environmental effects (e.g., compromise of a public drinking water supply), or significant onsite or offsite property damage.

Causal Factor (CF)

Equipment failure or human error that caused an incident or allowed incident consequences to be worse.

Certification

Completion of the formal training and qualification requirements specified by applicable codes and standards.

Checklist

A list of items requiring verification of completion; typically, a procedure format in which each critical step is marked off (or otherwise acknowledged or verified) as it is performed. Checklists are often appended to procedures that provide a more detailed description of each step, including information regarding hazards, and a more complete description of the controls associated with the hazards. Checklists are also used in conjunction with formal hazard evaluation techniques to ensure thoroughness.

Chemical

Any element, chemical compound, or mixture of elements and/or compounds. (OSHA 1994)

Chemical Process Industry

The phrase is used loosely to include facilities which manufacture, handle, and use chemicals.

Chemical Reactivity Hazard

A situation with the potential for an uncontrolled chemical reaction that can result directly or indirectly in serious harm to people, property, or the environment. The uncontrolled chemical reaction might be accompanied by a temperature increase, pressure increase, gas evolution, or other form of energy release.

Code

Written requirements that affect a facility and/or the process safety requirements that apply to a facility. Codes contain requirements that apply to the design and implementation of management systems, design and operation of process equipment, or similar activities. The difference between a code and a standard is that codes have become part of a law or regulation, and therefore their requirements become mandatory within the jurisdictions that have adopted the code requirements in their laws or regulations. This usually occurs at the state level, but may also occur in local or federal laws or regulations.

Combustible Dust

Any finely divided solid material that is 420 microns or smaller in diameter (material passing through a U.S. No. 40 standard sieve) and presents a fire or explosion hazard when dispersed and <->ignitedin air or other gaseous oxidizer.

Combustible Liquid

Aterm used to classify certain liquids that will burn on the basis of flash points. The National Fire Protection Association (NFPA) defines a combustible liquid as any liquid that has a closed- cup flash point above 100°F (37.8°C) (NFPA 30). The re are three subclasses, as follows; Class II liquids have flash points at or above 100°F (37.8°C) but below 140°F (60°C). Class III liquids are subdivided into two additional subclasses; Class IIIA: Those having flash points at or above 140°F (60°C) but below 200°F (93.4°C), Class IIIB: Those having flash points at or above 200°F (93.4°C). The Department of Transportation (DOT) defines degcombustible liquids deg as those having flash points above 140°F (60.5°C) and below 200 °F (93.4°C).

Competency

A PSM program element associated with efforts to maintain, improve, and broaden knowledge and expertise.

Computerized Maintenance Management System (CMMS)

Computer software for planning, scheduling, and documenting maintenance activities. A typical CMMS includes work order generation, work instructions, parts and labor expenditure tracking, parts inventories, and equipment histories.

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.

Consequence Analysis

The analys is of the expected effects of incident outcome cases, independent of frequency or probability.

Consequences

The direct, undesirable result of an accident sequence usually involving a fire, explosion, or release of toxic material. Consequence descriptions may be qualitative or quantitative estimates of the effects of an accident.

Consistency

Continued uniformity, during a period or from one period to another.

Continuous Improvement

Doing better as a result of regular, consistent efforts rather than episodic or step-wise changes, producing tangible positive improvements either in performance, efficiency, or both. Continuous improvement efforts usually involve a formal evaluation of the status of an activity or management system, along with a comparison to an achievement goal. These evaluation and comparison activities occur much more frequently than formal audits.

Controls

Engineered mechanisms and administrative policies and procedures implemented to prevent or mitigate incidents.

Cost

Includes tangible items such as money and equipment as well as the operational costs associated with the implementation of risk reduction options. There are also intangible costs such as loss of productivity, moral considerations, political embarrassment, and a variety of others. Costs may be borne by the individuals who are affected or the corporations they work for, or they may involve macroeconomic costs to society.

Cost-benefit Analysis

Part of the management decision-making process in which the costs and benefits of each risk reduction option are compared and the most appropriate alternative is selected.

Covered Process

A process subject to regulatory requirements established under the OSHA PSM standard or the EPA RMP rule.

Critical

Relates to major environment or safety process risks.

Critical Equipment

Equipment, instrumentation, controls, or systems whose malfunction or failure would likely result in a catastrophic release of highly hazardous chemicals, or whose proper operation is required to mitigate the consequences of such release. (Examples are most safety systems, such as area LEL monitors, fire protection systems such as deluge or underground systems, and key operational equipment usually handling high pressures or large volumes.)

Data

A representation of facts, concepts or instructions in a formalized manner suitable for communication, interpretation or processing by human or by "automatic" means. Characters or continuous functions representing information due to know or supposed arrangement.

Determine

To conclude; to reach an opinion consequent to the observation of the fit of sample data within the limit, range, or are a associated with substantial conformance, accuracy, or other predetermined standard; to obtain firsthand knowledge of.

Deviation

A process condition outside of established design limits, safe operating limits, or standard operating procedures.

Dow Fire and Explosion Index (F&EI)

A method (developed by Dow Chemical Company) for ranking the relative fire and explosion risk associated with a process. Analysts calculate various hazard and explosion indexes using material characteristics and process data.

Effectiveness

The combination of process safety management performance and process safety management efficiency. An effective process safety management program produces the required work products of sufficient quality while consuming the minimum amount of resources.

Element

Basic division in a process safety management system that correlates to the type of work that must be done (e.g., management of change [ MOC]).

Element Owner

The person charged with overall responsibility for overseeing a particular RBPS element. This role is normally assigned to someone who has management or technical oversight of the bulk of the work activities associated with the element, not necessarily some one who performs the work activities on a day - to- day basis.

Emergency Response Plan

A written plan which addresses actions to take in case of plant fire, explosion, or accidental chemical release.

Enabling Condition

A condition that is not a failure, error, or protection layer but makes it possible for an incident sequence to proceed to a consequence of concern. It consists of a condition or operating phase that does not directly cause the scenario, but that must be present or active in order for the scenario to proceed to a loss event; expressed as a dimensionless probability.

Equipment

A piece of hardware which can be defined in terms of mechanical, electrical, or instrumentation components contained within its boundaries.

Equipment Reliability

The probability that, when operating under stated environment conditions, process equipment will perform its intended function adequately for a specified exposure period.

Evaluate

To reach a conclusion as to significance, worth, effectiveness, or usefulness.

Event

An occurrence involving a process that is caused by equipment performance or human action or by an occurrence external to the process.

Facility

The physical location where the management system activity is performed.

Failure

An unacceptable difference between expected and observed performance.

Failure Mode and Effects Analysis

A hazard identification technique in which all known failure modes of components or features of a system are considered in turn and undesired outcomes are noted.

Flammable

A gas that can burn with a flame if mixed with a gaseous oxidizer such as air or chlorine and then ignited. The term flammable gas includes vapors from flammable or combustible liquids above their flash points.

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.

Hardware

Physical equipment directly involved in performing industrial process measuring and controlling functions, as opposed to computer programs, procedures, rules, and associated documentation.

Hazard

An inherent chemical or physical characteristic that has the potential for causing harm to people, property, or the environment.

Hazard and Operability Study (HAZOP)

A systematic qualitative technique to identify process hazards and potential operating problems using a series of guide words to study process deviations. A HAZOP is used to question every part of a process to discover what deviations from the intention of the design can occur and what their causes and consequences may be. This is done systematically by applying suitable guidewords. This is a systematic detailed review technique, for both batch and continuous plants, which can be applied to new or existing processes to identify hazards.

Hazard Evaluation

Identification of individual hazards of a system, determination of the mechanisms by which they could give rise to undesired events, and evaluation of the consequences of these events on health (including public health), environment and property. Uses qualitative techniques to pinpoint weaknesses in the design and operation of facilities that could lead to incidents.

Hazard Identification and Risk Analysis (HIRA)

A collective term that encompasses all activities involved in identifying hazards and evaluating risk at facilities, throughout their life cycle, to make certain that risks to employees, the public, or the environment are consistently controlled within the organization’s risk tolerance.

Hazardous Chemical

A material that is toxic, reactive, or flammable and is capable of causing a process safety incident if released. Also hazardous material.

Hazardous Material

In a broad sense, any substance or mixture of substances having properties capable of producing adverse effects to the health or safety of human beings or the environment. Material presenting dangers beyond the fire problems relating to flash point and boiling point. These dangers may arise from, but are not limited to, toxicity, reactivity, instability, or corrosivity

Highly Hazardous Chemical

A material that is toxic, reactive, or flammable and is capable of causing a process safety incident if released. These materials are included in OSHA's PSM standard, 29 CFR 1901.119.

Hot Work

Any operation that uses flames or can produce sparks (e.g., welding).

Human Factors

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.

Impact

A measure of the ulti mate loss and harm of a loss event. Impact may be expressed in terms of numbers of injuries and/or fatalities; extent of environmental damage; and/or magnitude of losses such as property damage, material loss, lost production, market share loss, and recovery costs.

Implementation

Completion of an action plan associated with the outcome of the process of resolving audit findings, incident investigation team recommendations, risk analysis team recommendations, and so forth. Also, the establishment or execution of PSM program element work activities.

Incident

An event, or series of events, resulting in one or more undesirable consequences, such as harm to people, damage to the environment, or asset/business losses. Such events include fires, explosions, releases of toxic or otherwise harmful substances, and so forth.

Incident Investigation

A systematic approach for determining the causes of an incident and developing recommendations that address the causes to help prevent or mitigate future incidents.

Incompatible

The term can refer to any undesired results occurring when substances are combined. In the context of this publication, it refers to incompatible substances giving an undesired chemical reaction when combined, posing a chemical reactivity hazard under a defined scenario.

Infrastructure

The basic facilities, services, and installations needed for the functioning of a site such as trans portation and communications systems, water and power lines, and public institutions, including emergency response organizations.

Inherent Safety

A concept or an approach to safety that focuses on eliminating or reducing the hazards associated with a set of conditions.

Initiating Event

The minimum combination of failures or errors necessary to start the propagation of an incident sequence. It can be comprised of a single initiating cause, multiple causes, or initiating causes in the presence of enabling conditions. The term initiating event is the usual term employed in layer of protection analysis to denote an initiating cause or, where appropriate, an aggregation of initiating causes with the same immediate effect, such as "BPCS failure resulting in high reactant flow.”

Injury

Physical harm or damage to a person resulting from traumatic contact between the body and an outside agency or exposure to environmental factors.

Inspection, Testing, and Preventive Maintenance (ITPM)

Scheduled proactive maintenance activities intended to (1) assess the current condition and/ or rate of degradation of equipment, (2) test the operation/functionality of equipment, and/or (3) prevent equipment failure by restoring equipment condition.

Interview

Questioning, both formally and informally, facility personnel or other individuals in order to obtain an understanding of the plant's operations and performance.

Job Safety Analysis (JSA)

A procedure that systematically identifies (1) job steps, (2) specific hazards associated with each job step, and (3) safe job procedures associated with each step to minimize accident potential. Also called job hazard analysis

Knowledge (or Process Safety Knowledge)

Knowledge is related to information, which is often associated with policies, and other rule-based facts. It includes work activities to gather, organize, maintain, and provide information to other process safety elements. Process safety knowledge primarily consists of written documents such as hazard information, process technology information, and equipment-specific information.

Lagging Indicators

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

Lagging Metric

A retrospective set of metrics based on incidents that meet an established threshold of severity.

Layer of Protection Analysis (LOPA)

An approach that analyzes one incident scenario (cause-consequence pair) at a time, using predefined values for the initiating event frequency, independent protection layer failure probabilities, and consequence severity, in order to compare a scenario risk estimate to risk criteria for determining where additional risk reduction or more detailed analysis is needed. Scenarios are identified elsewhere, typically using a scenario-based hazard evaluation procedure such as a HAZOP study.

Leading Indicators

Process-oriented metrics, such as the degree of implementation or conformance to policies and procedures, that support the PSM program management system and has the capability of predicting performance.

Leading Metric

A forward- looking set of metrics that indicate the performance of the key work processes, operating discipline, or layers of protection that prevent incidents.

Lessons Learned

Applying knowledge gained from past incidents in current practices.

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.

Lockout/Tagout

A safe work practice in which energy sources are positively blocked away from a segment of a process with a locking mechanism and visibly tagged as such to help ensure worker safety during maintenance and some operations tasks.

Loss Event

Point in time in an abnormal situation when an irreversible physical event occurs that has the potential for loss and harm impacts. Examples include release of a hazardous material, ignition of flammable vapors or ignitable dust cloud, and overpressurization rupture of a tank or vessel. An incident might involve more than one loss event, such as a flammable liquid spill (first loss event) followed by ignition of a flash fire and pool fire (second loss event) that heats up an adjacent vessel and its contents to the point of rupture (third loss event). Generally synonymous with hazardous event.

Management of Change

A management system to identify, review, and approve all modifications to equipment, procedures, raw materials, and processing conditions, other than replacement in kind, prior to implementation to help ensure that changes to processes are properly analyzed (for example, for potential adverse impacts), documented, and communicated to employees affected.

Management Review

A PSM program element that provides for the routine evaluation of other PSM program management systems/elements with the objective of determining if the element under review is performing as intended and producing the desired results as efficiently as possible. It is an ongoing due diligence review by management that fills the gap between day-to-day work activities and periodic formal audits.

Management System

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

Mechanical Integrity

A manage ment system focused on ensuring that equipment is designed, installed, and maintained to perform the desired function.

Mechanical Integrity

A program to ensure that process equipment and

Program

systems are and remain mechanically suitable for operation. It involves inspection, testing, upgrading and repairs of equipment, as well as written procedures to maintain ongoing integrity of equipment.

Methodology

The use of a combination of two or more incident investigation tools to analyze the evidence and determine the root causes of the incident.

Metrics

Leading and lagging measures of process safety management efficiency or performance. Metrics include predictive indicators, such as the number of improperly performed line-breaking activities during the reporting period, and outcome-oriented indicators, such as the number of incidents during the reporting period.

Mitigate

Reduce the impact of a loss event.

Mitigation

Lessening the risk of an accident event sequence by acting on the source in a preventive way by reducing the likelihood of occurrence of the event, or in a protective way by reducing the magnitude of the event and/or the exposure of local persons or property.

Near Miss

An event in which an accident (that is, property damage, environmental impact, or human loss) or an operational interruption could have plausibly resulted if circumstances had been slightly different.

Normal Operations

Any process operations intended to be performed between startup and shutdown to support continued operation within safe upper and lower operating limits.

Normalization of Deviance

A gradual erosion of standards of performance as a result of increased tolerance of nonconformance. Also normalization of deviation.

Observation

The noting and recording of information to support findings. Also field observation.

Operating Instructions

A series of sequential written details describing how to operate equipment.

Operating Limits

The values or ranges of values within which the process parameters normally should be maintained when operating. These values are usually associated with preserving product quality or operating the process efficiently; however, they may also incorporate the safe upper and lower limits of the process, or other important limits.

Operating Procedures

Written, step-by-step instructions and information necessary to operate equipment, compiled in one document, including operating instructions, process descriptions, operating limits, chemical hazards, and safety equipment requirements.

Operational Discipline (OD)

The performance of all tasks correctly every time. Good OD results in performing the task the right way every time. Individuals demonstrate their commitment to process safety through OD. OD refers to the day-to-day activities carried out by all personnel. OD is the execution of the COO system by individuals within the organization.

Operator

An individual responsible for monitoring, controlling, and performing tasks as necessary to accomplish the productive activities of a system. Operator is also used in a generic sense to include people who perform a wide range of tasks (e.g., readings, calibration, incidental maintenance, manage loading/unloading, and storage of hazardous mate rials).

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.

OSHA Process Safety Management (OSHA PSM)

A U.S. regulatory standard that re quires use of a 14 - element management system to help prevent or mitigate the effects of catastrophic releases of chemicals or energy from processes covered by the regulations (49 CFR 1910.119).

Parameter

A quantity describing the relation of variables within a given system. Note : A parameter may be constant or depend on the time or the magnitude of some system variables.

Peer Review

A series of informal reviews by, and at the discretion of, individual members of the matrix team, as well as more formal reviews (P&ID hazard reviews) held by the entire project matrix or hazard review team in accordance with corporate standards.

Performance

A measure of the quality or utility of PSM program work products and work activities.

Performance Assurance

A formal management system that requires workers to demonstrate that they understand a training module and can apply the training in practical situations. Performance assurance is normally an ongoing process to (1) ensure that workers meet performance standards and maintain proficiency throughout their tenure in a position and (2) help identify tasks for which additional training is required.

Performance Indicators

See metrics.

Performance Measure

A metric used to monitor or evaluate the operation of a program activity or management system.

Piping and Instrumentation Diagram (P&ID)

A diagram that shows the details about the piping, vessels, and instrumentation.

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 discssed 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.

Pre-Startup Safety Review (PSSR)

A systematic and thorough check of a process prior to the introduction of a highly hazardous chemical to a process. The PSSR must confirm the following: cons truction and equipment are in accordance with design specifications; safety, operating, maintenance, and emergency procedures are in place and are adequate; a process hazard analysis has been performed for new facilities and recommendations have been resolved or implemented be fore startup; modified facilities meet the management of change requirements; and training of each employee involved in operating a process has been completed.

Prevention

The process of eliminating or preventing the hazards or risks associated with a particular activity. Prevention is some times used to describe actions taken in advance to reduce the likelihood of an undesired event.

Preventive Maintenance

Maintenance that seeks to reduce the frequency and severity of unplanned shutdowns by establishing a fixed schedule of routine inspection and repairs.

Preventive Measures

Measures taken at the initial stages of a runaway to avoid further development of the runaway or to reduce its final effects.

Probability

The expression for the likelihood of occurrence of an event or an event sequence during an interval of time, or the likelihood of success or failure of an event on test or on demand. Probability is expressed as a dimensionless number ranging from 0 to 1.

Procedures

Written step-by-step instructions and associated information (cautions, notes, warnings) that describe how to safely perform a task.

Process

A broad term that includes the equipment and technology needed for petrochemical production, including reactors, tanks, piping, boilers, cooling towers, refrigeration systems, etc.

Process Area

An area containing equipment (e.g. pipes, pumps, valves, vessels, reactors, and supporting structures) intended to process or store materials with the potential for explosion, fire, or toxic material release.

Process Flow Diagram

A diagram that shows the material flow from one piece of equipment to the other in a process. It usually provides information about the pressure, temperature, composition, and flow rate of the various streams, heat duties of exchangers, and other such information pertaining to understanding and conceptualizing the process.

Process Hazard Analysis

An organized effort to identify and evaluate hazards associated with processes and operations to enable their control. This review normally involves the use of qualitative techniques to identify and assess the significance of hazards. Conclusions and appropriate recommendations are developed. Occasionally, quantitative methods are used to help prioritized risk reduction.

Process Safety

A disciplined framework for managing the integrity of operating systems and processes handling hazardous substances by applying good design principles, engineering, and operating practices. It deals with the prevention and control of incidents that have the potential to release hazardous materials or energy. Such incidents can cause toxic effects, fire, or explosion and could ultimately result in serious injuries, property damage, lost production, and environmental impact.

Process Safety Competency

The combination of knowledge, skill, expertise, and training needed to deem someone as well -qualified and capable relating to process safety.

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.

Process Safety Incident/Event

An event that is potentially catastrophic, i.e., an event involving the release/loss of containment of hazardous materials that can result in large -scale health and environmental consequences.

Process Safety Information (PSI)

Physical, chemical, and toxicological information related to the chemicals, process, and equipment. It is used to document the configuration of a process, its characteristics, its limitations, and as data for process hazard analyses.

Process Safety Management (PSM)

A management system that is focused on prevention of, preparedness for, mitigation of, response to, and restoration from catastrophic releases of chemicals or energy from a process associated with a facility.

Process Safety Metric

A standard of measurement or indicator of process safety management efficiency or performance.

Process Safety Management Systems

Comprehensive sets of policies, procedures, and practices designed to ensure that barriers to episodic incidents are in place, in use, and effective.

Protocol (Audit)

A document that organizes audit procedures into a general sequence of audit steps and describes the actions to be taken by the auditor.

PSM Audit

An activity to determine and status and quality of a PSM program. This term is not used to describe an audit performed exclusively in response to OSHA's PSM standard, but to an audit of any PSM program.

Qualitative

Based primarily on description and comparison using historical experience and engineering judgment, with little quantification of the hazards, consequences, likelihood, or level of risk.

Quality Assurance

A planned, systematic pattern of actions necessary to provide suitable confidence that a system or component will perform satisfactory in actual operation. A systematic pattern of actions throughout design and production, to ensure confidence in a product's conformance with specifications. A set of systematic actions intended to provide confidence that a product or service will continually fulfill a defined need.

Quantitative Risk Assessment (QRA)

The use of quantitative risk analysis results to make decisions, either through relative ranking of risk reduction strategies or through comparison with risk targets.

Reactive Chemical

A substance that can pose a chemical reactivity hazard by readily oxidizing in air without an ignition source (spontaneously combustible or peroxide forming), initiating or promoting combustion in other materials (oxidizer), reacting with water, or self-reacting (polymerizing, decomposing or re arranging). Initiation of the reaction can be spontaneous, by energy input such as thermal or mechanical energy, or by catalytic action increasing the reaction rate.

Reactivity

The relative tendency of a substance to undergo chemical reaction (low, medium, or high).

Recognized and Generally Accepted Good Engineering Practice (RAGAGEP)

Recognized and generally accepted good engineering practices (RAGAGEPs) are the basis for engineering, operation, or maintenance activities and are themselves based on established codes, standards, published technical reports or recommended practices (RP), or similar documents. RAGAGEP details generally approved ways to perform specific engineering, inspection or mechanical integrity activities, such as fabricating a vessel, inspecting a storage tank, or servicing a relief valve.

Recommendation

A suggested course of action intended to prevent the occurrence (or recurrence) of an accident event sequence, or to mitigate its consequences.

Reliability