Guidelines for Integrating Management Systems and Metrics to Improve Process Safety Performance E-Book

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

Seitenzahl: 239

Veröffentlichungsjahr: 2016

Beschreibung

This book combines the synergies between performance improvement systems to help ensure safe and reliable operations, streamline procedures and cross-system auditing, and supporting regulatory and corporate compliance requirements. Many metrics are common to more than one area, such that a well-designed and implemented integrated management system will reduce the load on the Process Safety, SHE, Security and Quality groups, and improve manufacturing efficiency and customer satisfaction. Systems to improve performance include: process safety; traditional safety, health and environment; and, product quality. Chapters include: Integrating Framework; Securing Support & Preparing for Implementation; Establishing Common Risk Management Systems - How to Integrate PSM into Other EH; Testing Implementation Approach; Developing and Agreeing on Metrics; Management Review; Tracking Integration Progress and Measuring Performance; Continuous Improvement; Communication of Results to Different Stakeholders; Case Studies; and Examples for Industry.

Leseprobe

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, neither the American Institute of Chemical Engineers, its consultants, CCPS Technical Steering Committee and Subcommittee members, their employers, their employers officers and directors, nor BakerRisk and its employees 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 BakerRisk 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.

GUIDELINES FOR INTEGRATING MANAGEMENT SYSTEMS AND METRICS TO IMPROVE PROCESS SAFETY PERFORMANCE

Center for Chemical Process SafetyNew 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.

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Library of Congress Cataloging-in-Publication Data:

American Institute of Chemical Engineers. Center for Chemical Process Safety, author. Guidelines for integrating management systems and metrics to improve process safety performance /Center for Chemical Process Safety of the American Institute of Chemical Engineers.   pages cm Includes index.ISBN 978-1-118-79503-3 (cloth)1. Industrial safety—Management. 2. Chemical processes—Safety measures. 3. Systems integration.I. Title.   T55.A454 2015   658.3'82—dc23

2015012596

CONTENTS

Acronyms and Abbreviations

Glossary

Acknowledgements

Preface

1 Introduction

1.1 The Need for Integration

1.2 The Purpose of this Guideline

1.3 The Scope of this Guideline

1.4 The Approach Used in this Guideline

1.5 How Established Models Can Be Used In Integrated Systems

1.6 Exclusions to the Scope

1.7 Key Audience for This Guideline

1.8 Some Recent Advances in Process Safety Metrics

2 Secure Leadership Support Across Groups

2.1 The Need for Securing Support

2.2 Securing Support to Optimize Resource Allocation

2.3 Developing a Preliminary Plan

2.4 The Importance of a Safety Culture

2.5 Identifying Stakeholders

2.6 Sharing Resources Across Groups

2.7 The Case for a Sheq&s Program

2.8 Surveying for Competency Gaps

3 Evaluate Hazards and Risks Across Groups

3.1 The Need for Evaluating Hazards and Risks

3.2 Identifying and Prioritizing Key Processes and Risks

3.3 Selecting Potential Metrics

3.4 Focusing on Process Safety Performance

3.5 Re-Evaluating Metrics for Continuous Improvement

3.6 Examples of Performance Effects Across Sheq&s Groups

4 Identify Common Metrics Across Groups

4.1 The Need for Identifying Common Metrics

4.2 Define the System Integration Process

4.3 Identify the Program Requirements

4.4 Develop the Program

4.5 Identify Overlapping Metrics

4.6 Prioritize the Program Installation

4.7 Document the Program Baseline

4.8 Continuous Improvements

4.9 Some Management System Assessment Tools

4.10 Other Metrics Worth Considering

5 Implement the Sheq&s Program

5.1 The Need for Proper Implementation

5.2 How to Apply the Plan, Do, Check, Act (PDCA) Approach

5.3 Piloting the Sheq&s Program

5.4 Communication

6 Monitor the Sheq&s Program Performance

6.1 The Need for Reviewing and Assessing Program Performance

6.2 How to Reinforce the Integrated Framework

6.3 How to Use Management Reviews to Respond to Gaps

6.4 How to Engage Leadership

6.5 The Roadmap and Process Improvement Plan

6.6 Auditing and Verifying the Program

6.7 Tracking Corrective Actions

6.8 Statistical Methods and Tools

6.9 Capturing Early Success

6.10 Improving Performance in All Sheq&s Management Systems

6.11 How and When to Communicate the Information

6.12 Obtaining Stakeholder Feedback

6.13 Metric Communication Examples

7 Implement Changes to the Sheq&s Program

7.1 The Need for Continuous Improvement

7.2 Ensuring Management Responsibility

7.3 Addressing Non-Conformities

7.4 Using Statistical Methods

8 Examples From Industry

8.1 Case Studies

8.2 Examples of the Sheq&s Program

8.3 Examples of Integrated Auditing Systems

Appendix A: Reference Lists for Global Process Safety Legislation and Sheq&s Organizations

Appendix B: Recent Advances in Process Safety Metrics

Appendix C: Potential Answers Describing the Need for Securing Support

Appendix D: Detailed Case Study for Designing and Implementing a Sheq&s Program

Appendix E: Equipment Integrity in the Equipment Life Cycle

Appendix F: The Sheq&s Management System Mapping Survey

Appendix G: The Process Safety Personnel Competency Survey

References

Index

EULA

List of Tables

Chapter 1

Table 1-1

Chapter 2

Table 2-1

Table 2-2

Table 2-3

Table 2-4

Chapter 3

Table 3-1

Table 3-2

Chapter 5

Table 5-1

Table 5-2

Table 5-3

Chapter 6

Table 6-1

Appendix A

Table A 1

Table A 2

Table A 3

Table A 4

Table A 5

Appendix B

Table B 1

Appendix D

Table D 1

Table D 2

Appendix G

Table G-1

Table G-2

Table G-3

Table G-4

Table G-5

Table G-6

Table G-7

Table G-8

Table G-9

Table G-10

List of Illustrations

Chapter 1

Figure 1-1

. The Management Systems in the SHEQ&S Program

Figure 1-2

. Metrics Common to the SHEQ&S Management Systems

Figure 1-3

. The Phases in the Plan, Do, Check, Act (PDCA) Approach

Chapter 2

Figure 2-1

. Typical phases in a project: Focusing on the SHEQ&S program

Figure 2-2

. A general equation for a company’s overall operational risk

Figure 2-3

. A general risk matrix for a company’s overall operational risk

Figure 2-4

. Assessing overall risk to ensure appropriate resource allocation

Figure 2-5

. A preliminary vision for answering the question “What will the final system look like?”

Figure 2-6

. The general organizational structure for the terms used in this guideline

Chapter 3

Figure 3-1

. The Bow Tie diagram as a framework for helping identify metrics which affect process safety performance

Figure 3-2

. Applying continuous improvement efforts throughout the SHEQ&S program life cycle

Figure 3-3

. The improvement of Dow Chemical Company’s process safety performance when monitoring and responding to process safety metrics

Chapter 4

Figure 4-1

.

The structure for Chapter 4: Identifying common metrics across SHEQ& amp;S groups

Figure 4-2.

Requirements considered when developing the SHEQ&S program

Figure 4-3

.

The process map for identifying metrics which affect process safety performance across groups

Figure 4-4

.

The hazards evaluation question set used to screen for process units

Figure 4-5

.

The risk evaluation question set based on the risk matrix

Figure 4-6

.

The CCPS Risk Based Approach (for reference to the approach shown in Figure 4-7)

Figure 4-7

.

A template for responses to the risk evaluation question set

Figure 4-8.

A template for documenting specific SHEQ&S group risk reduction barriers, candidate metrics and existing management systems

Figure 4-9

.

Examples of risk ranked process safety scenarios to help prioritize candidates for the SHEQ&S program metrics

Figure 4-10

.

Answers to the first hazards evaluation question

Figure 4-11

.

Answers to the second hazards evaluation question

Figure 4-12

.

Answers to the risk evaluation question set

Figure 4-13

.

An answer template for the risk evaluation question set

Figure 4-14

.

An answer template for documenting existing SHEQ&S management systems

Figure 4-15

.

The process safety metric priority selection criteria based on the metric risk level

Figure 4-16

.

The process safety metric priority selection criteria based on the metric risk level

Figure 4-17

.

The common process safety areas mapped across each SHEQ&S group

Figure 4-18

.

The common process safety areas mapped across each SHEQ&S group with reference to the CCPS Risk Based Process Safety Elements (RBPS)

Figure 4-19

.

Matrix for identifying common metrics across each of the process safety areas

Figure 4-20

.

Matrix for identifying common metrics across each of the process safety areas with reference to the CCPS Risk Based Process Safety Elements (RBPS)

Figure 4-21

.

The objectives when mapping a process

Figure 4-22

.

The metrics “process map” for the SHEQ&S program

Figure 4-23.

An example of a process map for metrics in an organization

Figure 4-24.

An example of a cross-functional chart for integrating metrics in an organization

Figure 4-25

.

An example of a process flow chart for aggregating metrics from the process unit level

Chapter 5

Figure 5-1

.

The install and testing phase when implementing the SHEQ&S program

Figure 5-2

.

The framework for implementing the SHEQ&S program, including its piloting effort

Figure 5-3

.

The four components in an effective SHEQ&S program

Figure 5-4. An example of how a culture change in the leadership improved metrics

Chapter 6

Figure 6-1

.

The review and assess phase in the “Plan, Do, Check, Act (PDCA)” approach

Chapter 7

Figure 7-1

.

The continuous improvement phase in the “Plan, Do, Check, Act” (PDCA) approach

Chapter 8

Figure 8-1

.

The results and benefits for everyone in the organization with an effectively implemented SHEQ&S program

Figure 8-2

.

The overall company risk showing minimum risk when the SHEQ&S program is used that optimizes its SHEQ&S resources

APPENDIX B

Figure B 1

. Identifying and Choosing Appropriate Process Safety Metrics

Figure B 2

. Range of Process Safety-related Performance Indicators (metrics) for Monitoring Process Safety Systems

APPENDIX D

Figure D 1

. The polymerization process flow diagram [US CSB 2011a]

Figure D 2

. The residual risk where the process unit normally operates

Figure D 3

. The increase in overall operational risk with the staffing reduction

Figure D 4

. The impact on the SHEQ&S group resource levels

Figure D 5

. The impact from resource-related decisions on the equipment’s integrity and reliability stages

Figure D 6

. The actual risk once operations resumed

Figure D 7

. The increase in the company risk when stressed

APPENDIX E

Figure E 1

. The stages in equipment’s life – the equipment life cycle

APPENDIX F

Figure F-1

. The CCPS Process Safety Management System

Figure F-2

.

Rows and columns in the corporate SHEQ&S management systems mapping survey (“Appendix F, Table F-1”)

Figure F-3

. Rows and columns in the facility SHEQ&S management systems mapping survey (“Appendix F, Table F-2”)

Figure F-4

. Table of Contents for Appendix F “Surveys”

Figure F-5

. Example of Corporate Survey for Appendix F

Figure F-6

. Example of Facility Survey for Appendix F

APPENDIX G

Figure G-1

. The CCPS Process Safety Management System

Guide

Cover

Contents

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ACRONYMS AND ABBREVIATIONS

ACC

American Chemistry Council

AFPM

American Fuel & Petroleum Manufacturers

AIChE

American Institute of Chemical Engineers

ALARP

As Low As Reasonably Practicable

API

American Petroleum Institute

BPCS

Basic Process Control System

CCPS

Center for Chemical Process Safety

CFR

Code of Federal Regulations

COMAH

UK HSE Control of Major Accident Hazards

CPI

Chemical Process Industries

CSB

U.S. Chemical Safety Board

EPA

U.S. Environmental Protection Agency

EU

European Union

ISO

International Organization for Standardization

OD

Operational Discipline

OECD

Organisation for Economic Co-operation and Development

OSHA

U.S. Occupational Safety and Health Administration

PSM

Process Safety Management

RAGAGEP

Recognized and Generally Accepted Good Engineering Practices

RBPS

Risk Based Process Safety

RC

Responsible Care®

RMP

Risk Management Program

SHEQ&S

Safety (process safety), Health (occupational safety and health), Environmental, Quality, and Security

UK

United Kingdom

UK

HSE UK Health and Safety Executive

U.S.

United States

ACKNOWLDGEMENTS