Guidelines for Process Safety Knowledge Management E-Book

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

Seitenzahl: 255

Veröffentlichungsjahr: 2024

Beschreibung

Use this guideline to develop an effective Process Safety Knowledge Management system When managing the risks of hazardous materials and energies, a well-developed process safety program is critical for maintaining a healthy workforce, for protecting the environment, and for sustaining the business. The Center for Chemical Process Safety (CCPS) has identified Process Knowledge Management as one of its twenty Elements in its Risk Based Process Safety (RBPS) approach. With an effective Process Safety Knowledge Management (PSKM) system, an organization will be able to capture, organize, maintain, and access its technical, engineering, and administrative information. Thus, an effective PSKM system will help an organization successfully manage its risks. This book provides a set of comprehensive guidelines for implementing a Process Safety Knowledge Management (PSKM) system, which will help an organization improve its process safety performance. The book begins with a discussion on the characteristics of a PSKM system. Then it describes the underlying factors for successful implementation and ends with guidance on overcoming common implementation difficulties. Produced by a leading global process safety organization, this book is essential for any organization looking to ensure that systems are in place to sustain their process safety knowledge during the life of the process. Guidelines for Process Safety Knowledge Management readers will also find: * Case studies throughout the book, with PSKM-related lessons * Detailed discussions of how a PSKM system helps cultivate leadership, improves organizational culture, and involves employees * A business case for PSKM, demonstrating the benefits to the business Guidelines for Process Safety Knowledge Management is ideal for process safety professionals, engineering managers, facility managers, maintenance managers, production managers, and others responsible for creating or managing their process safety knowledge management systems.

Leseprobe

Table of Contents

Cover

Table of Contents

Title Page

Copyright

List of Figures

List of Tables

Acronyms and Abbreviations

Glossary

Acknowledgments

Dedication

Preface

1 Introduction

1.1 What Is Process Safety Knowledge Management (PSKM)?

1.2 Purpose and Scope of this Book

1.3 Historical Development of PSKM

1.4 Knowledge Pyramid

1.5 Audience

1.6 Elements Not Covered in This Book

1.7 Content and Organization of this Book

2 The Business Case for Process Safety Knowledge Management

2.1 Generating Process Safety Knowledge

2.2 Retaining Process Safety Knowledge

2.3 Sharing Process Safety Knowledge

2.4 From Knowledge to Wisdom

3 PSKM and Risk Based Process Safety

3.1 Process Knowledge Management vs. PSKM

3.2 PSKM Cycle Impacts on the Four Pillars of RBPS

3.3 Commit to Process Safety

3.4 Understand Hazards and Risk

3.5 Manage Risk

3.6 Learn from Experience

3.7 Chapter Summary

3.8 Introduction to the Next Chapter

4 Developing and Implementing PSKM

4.1 Introduction

4.2 Resources for Capturing, Organizing and Providing PSK

4.3 Capturing Knowledge and Information

4.4 Organizing Knowledge and Information

4.5 Providing Knowledge and Information

4.6 Organizational Structure to Build PSKM

4.7 Establishing PSKM Culture

4.8 Chapter Summary

4.9 Introduction to the Next Chapter

5 Maintaining and Improving PSKM

5.1 People, Roles and Responsibilities for Managing the PSK

5.2 Tools to Maintain the PSK

5.3 Assessing and Improving the PSKM Program

5.4 Information Management

5.5 Chapter Summary

5.6 Introduction to the Next Chapter

6 Case Studies and Lessons Learned

6.1 Introduction to PSKM Focus Charts

6.2 Case Studies from Significant Incidents

6.3 Key Factors from PSKM Success Stories in Other Industries

6.4 Understanding Knowledge Management System Failures

6.5 Chapter Summary

6.6 Introduction to the Next Chapter

7 Summary of Process Safety Knowledge Management (PSKM)

References

Index

End User License Agreement

List of Tables

Chapter 1

Table 1-1 Example Inputs and Outputs of the DIKW Pyramid

Chapter 3

Table 3-1 RBPS Pillars and Corresponding Elements

Table 3-2 Process Safety Competency Interactions with RBPS and PSKM

Table 3-3 Examples of PSKM Interactions on the Second Pillar of RBPS

Table 3-4 PSKM Impact on Operating Procedures

Chapter 4

Table 4-1 Example PSKM Roles and Responsibilities

Table 4-2 RACI Role Definitions

Table 4-3 Example PSKM RACI Chart

Table 4-4 Example Activities for Building PSKM Management System

Table 4-5 Example Logic Model Components to Capture the Knowledge

Table 4-6 Organizational Methods

Table 4-7 Example Logic Model Components to Organize the Knowledge

Table 4-8 Example Logic Model Components to Provide Knowledge

Table 4-9 Steps to Implement PSKM

Table 4-10 Workplace Factor Effects on PSKM implementation

Table 4-11 Potential Barriers to PSKM and Strategies to Drive PSKM

Table 4-12 Effect of Human Factors on the PSKM System

Table 4-13 Types of Software for PSK Management

Table 4-14 Example Template Inputs for a Hazard Registry

Table 4-15 Example Template for an Incident Investigation Registry

Chapter 5

Table 5-1 Example PSKM RACI Chart for Maintaining Knowledge

Table 5-2 Example Logic Map Components to Maintain Knowledge

Table 5-3 Examples of Static and Dynamic Information

Table 5-4 Tools and Methods for Maintaining Maintenance-related PSK

Table 5-5 Core Components of a Successful PSKM Program

Table 5-6 Suggested PSKM Health Measurement KPIs

Table 5-7 PSKM Performance Indicators

Table 5-8 Example Four Level Organizational Maturity Model

Table 5-9 Example Logic Map Components to Gauge PSKM Maturity Level

Table 5-10 Example Gap Assessment Questions

Table 5-11 Types of Audit Teams

Table 5-12 Knowledge Audit Criteria

Table 5-13 Knowledge Management Software Evaluation Criteria

List of Illustrations

Chapter 1

Figure 1-1 Data-Information-Knowledge-Wisdom (DIKW) pyramid

Chapter 3

Figure 3-1 PSKM system

Figure 3-2 Continuous PSKM cycle

Figure 3-3 Impact of the PSKM Cycle on the Four RBPS Pillars

Figure 3-4 Integration of PSKM Into HIRA Activities

Chapter 4

Figure 4-1 Example Resources for PSKM Development and Implementation

Figure 4-2 Sequence of Actions of PSKM Development Process

Figure 4-3 Inputs to a PSKM Logic Model

Figure 4-4 Types of Information to Capture

Figure 4-5 Information Sources

Figure 4-6 PSKM Organizational Structure

Figure 4-7 Example PSKM Business Management Plan

Chapter 5

Figure 5-1 Knowledge Sources

Figure 5-2 Performance Measurement and Performance Management

Figure 5-3 Auditing Resources

Figure 5-4 Characteristics of a Storage and Retrieval Information System

Figure 5-5 Characteristics for Data Preservation in Operations Environment

Chapter 6

Figure 6-1 BP Texas City Raffinate Splitter Tower and the Blowdown Drum

Figure 6-2 BP Texas City PSKM Focus Chart - Provide Knowledge Gap

Figure 6-3 BP Texas City PSKM Focus Chart - Maintain Knowledge Gap

Figure 6-4 BP Texas City PSKM Focus Chart - Organize Knowledge Gap

Figure 6-5 BP Texas City Case Study PSKM Focus Chart

Figure 6-6 Destroyed trailers near ISOM unit at BP Texas City

Figure 6-7 CSI Vacuum Distillation Process

Figure 6-8 CSI Case Study PSKM Focus Chart

Figure 6-9 Aerial view of Concept Sciences Inc.

Figure 6-10 Merrimack Valley Gas Distribution Configuration

Figure 6-11 Merrimack Valley Case Study PSKM Focus Chart

Figure 6-12 Firefighters Battling Merrimack Valley Fire

Figure 6-13 Tesoro Anacortes NHT Unit Heat Exchangers

Figure 6-14 Anacortes Tesoro Case Study Focus Chart

Figure 6-15 Image of the Fire After the Heat Exchanger Failure

Figure 6-16 Access Paths to SCBAs

Figure 6-17 Dispersion Impact of Methyl Mercaptan

Figure 6-18 Loss of level in Methyl Mercaptan Storage Tank

Figure 6-19 Excerpt from CSB Investigation Report

Figure 6-20 DuPont LaPorte Case Study Focus Chart

Figure 6-21 Buncefield Oil Storage Depot

Figure 6-22 Description of the IHLS Design

Figure 6-23 Buncefield Case Study Focus Chart

Figure 6-24 Aerial View of Buncefield Fire

Figure 6-25 Example Bow Tie

Figure 6-26 Bow Tie Diagram - Inadequate PSKM System Design

Figure 6-27 Bow Tie Diagram - Inadequate Attention to Human Factors

Chapter 7

Figure 7-1 Data-Information-Knowledge-Wisdom (DIKW) pyramid

Guide

Cover

Table of Contents

Title Page

Copyright

List of Figures

List of Tables

Acronyms and Abbreviations

Glossary

Acknowledgments

Dedication

Preface

Begin Reading

References

Index

End User License Agreement

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Guidelines for Process Safety Knowledge Management

Center for Chemical Process Safety

American Institute of Chemical Engineers

New York, NY

Copyright © 2024 by John Wiley & Sons, Inc. All rights reserved.Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

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Cover Images: Silhouette, oil refinery © manyx31/iStock. com; Stainless steel © Creativ Studio Heinemann/Getty Images; Dow Chemical Operations, Stade, Germany/Courtesy of The Dow Chemical Company

This book is one in a series of process safety guidelines and concept books published by the Center for Chemical Process Safety (CCPS). Please refer to 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 a better 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 PSRG, and its employees and subcontractors 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 PSRG and its employees and subcontractors, 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 Figures

Figure 1-1 Data-Information-Knowledge-Wisdom (DIKW) pyramid

Figure 3-1 PSKM system

Figure 3-2 Continuous PSKM cycle

Figure 3-3 Impact of the PSKM Cycle on the Four RBPS Pillars

Figure 3-4 Integration of PSKM Into HIRA Activities

Figure 4-1 Example Resources for PSKM Development and Implementation

Figure 4-2 Sequence of Actions of PSKM Development Process

Figure 4-3 Inputs to a PSKM Logic Model

Figure 4-4 Types of Information to Capture

Figure 4-5 Information Sources

Figure 4-6 PSKM Organizational Structure

Figure 4-7 Example PSKM Business Management Plan

Figure 5-1 Knowledge Sources

Figure 5-2 Performance Measurement and Performance Management

Figure 5-3 Auditing Resources

Figure 5-4 Characteristics of a Storage and Retrieval Information System

Figure 5-5 Characteristics for Data Preservation in Operations Environment

Figure 6-1 BP Texas City Raffinate Splitter Tower and the Blowdown Drum

Figure 6-2 BP Texas City PSKM Focus Chart - Provide Knowledge Gap

Figure 6-3 BP Texas City PSKM Focus Chart - Maintain Knowledge Gap

Figure 6-4 BP Texas City PSKM Focus Chart - Organize Knowledge Gap

Figure 6-5 BP Texas City Case Study PSKM Focus Chart

Figure 6-6 Destroyed trailers near ISOM unit at BP Texas City

Figure 6-7 CSI Vacuum Distillation Process

Figure 6-8 CSI Case Study PSKM Focus Chart

Figure 6-9 Aerial view of Concept Sciences Inc.

Figure 6-10 Merrimack Valley Gas Distribution Configuration

Figure 6-11 Merrimack Valley Case Study PSKM Focus Chart

Figure 6-12 Firefighters Battling Merrimack Valley Fire

Figure 6-13 Tesoro Anacortes NHT Unit Heat Exchangers

Figure 6-14 Anacortes Tesoro Case Study Focus Chart

Figure 6-15 Image of the Fire After the Heat Exchanger Failure

Figure 6-16 Access Paths to SCBAs

Figure 6-17 Dispersion Impact of Methyl Mercaptan

Figure 6-18 Loss of level in Methyl Mercaptan Storage Tank

Figure 6-19 Excerpt from CSB Investigation Report

Figure 6-20 DuPont LaPorte Case Study Focus Chart

Figure 6-21 Buncefield Oil Storage Depot

Figure 6-22 Description of the IHLS Design

Figure 6-23 Buncefield Case Study Focus Chart

Figure 6-24 Aerial View of Buncefield Fire

Figure 6-25 Example Bow Tie

Figure 6-26 Bow Tie Diagram - Inadequate PSKM System Design

Figure 6-27 Bow Tie Diagram - Inadequate Attention to Human Factors

Figure 7-1 Data-Information-Knowledge-Wisdom (DIKW) pyramid

List of Tables

Table 1-1 Example Inputs and Outputs of the DIKW Pyramid

Table 3-1 RBPS Pillars and Corresponding Elements

Table 3-2 Process Safety Competency Interactions with RBPS and PSKM

Table 3-3 Examples of PSKM Interactions on the Second Pillar of RBPS

Table 3-4 PSKM Impact on Operating Procedures

Table 4-1 Example PSKM Roles and Responsibilities

Table 4-2 RACI Role Definitions

Table 4-3 Example PSKM RACI Chart

Table 4-4 Example Activities for Building PSKM Management System

Table 4-5 Example Logic Model Components to Capture the Knowledge

Table 4-6 Organizational Methods

Table 4-7 Example Logic Model Components to Organize the Knowledge

Table 4-8 Example Logic Model Components to Provide Knowledge

Table 4-9 Steps to Implement PSKM

Table 4-10 Workplace Factor Effects on PSKM implementation

Table 4-11 Potential Barriers to PSKM and Strategies to Drive PSKM

Table 4-12 Effect of Human Factors on the PSKM System

Table 4-13 Types of Software for PSK Management

Table 4-14 Example Template Inputs for a Hazard Registry

Table 4-15 Example Template for an Incident Investigation Registry

Table 5-1 Example PSKM RACI Chart for Maintaining Knowledge

Table 5-2 Example Logic Map Components to Maintain Knowledge

Table 5-3 Examples of Static and Dynamic Information

Table 5-4 Tools and Methods for Maintaining Maintenance-related PSK

Table 5-5 Core Components of a Successful PSKM Program

Table 5-6 Suggested PSKM Health Measurement KPIs

Table 5-7 PSKM Performance Indicators

Table 5-8 Example Four Level Organizational Maturity Model

Table 5-9 Example Logic Map Components to Gauge PSKM Maturity Level

Table 5-10 Example Gap Assessment Questions

Table 5-11 Types of Audit Teams

Table 5-12 Knowledge Audit Criteria

Table 5-13 Knowledge Management Software Evaluation Criteria

Acronyms and Abbreviations

AIChE

American Institute of Chemical Engineers

API

American Petroleum Institute

CCPS

Center for Chemical Process Safety

CRW

Chemical Reactivity Worksheet

DIKW

Data‐Information‐Knowledge‐Wisdom

HAZID

Hazard Identification

HAZOP

Hazards and Operability Study

KM

Knowledge Management

KPI

Key Performance Indicators

MOC

Management of Change

MOOC

Management of Organizational Change

PHA

Process Hazards Analysis

PSI

Process Safety Information

PSK

Process Safety Knowledge

PSKM

Process Safety Knowledge Management

RACI

Responsible, Accountable, Consulted, and Informed chart

RAGAGEP

Recognized and Generally Accepted Good Engineering Practices

RBPS

Risk Based Process Safety (CCPS)

SDS

Safety Data Sheet

Glossary

This Glossary contains Process Safety terms significant to this CCPS publication, which are current at the time of publication. For other CCPS Process Safety terms and updates to these terms, please refer to the CCPS Process Safety Glossary [1].

Term

Definition

Accident precursors [

2

]

Events that must occur for an accident to happen in each scenario but have not resulted in an accident so far

Cause (Incident)

An event, situation, or condition which results, or could result (Potential Cause), directly or indirectly in an accident or incident [

1

].

Chief Knowledge Officer

Person accountable for the overall PSKM strategy, planning and implementation (Highest position within PSKM)

Contributing Cause

Factors that facilitate the occurrence of an incident such as physical conditions and management practices (also known as contributory factors) [

1

].

Key Performance Indicators (KPI)

A quantifiable way to monitor the health of the overall PSKM System and proactively identify potential issues early to be corrected or improved. KPIs tell an organization how effective their PSKM is at supporting their RBPS program.

Logic Model

A logic model is a tool that can be used to develop and implement the PSKM System [

3

]. Logic models are graphic illustrations of the PSKM Implementation Plan and show the relationship between the planned work and anticipated results.

Management of Organizational Change (MOOC)

Framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an organization

Process Safety Knowledge (PSK)

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.

Process Safety Knowledge Management (PSKM)

System for capturing, organizing, maintaining, and providing the right Process Safety Knowledge to the right people at the right time to improve process safety in an organization

Process Safety Knowledge Management Focus Chart

A chart divided into three columns that depict causes and other factors related to the incident, and four rows that show elements of the PSKM System (i.e., Capture, Organize, Maintain, and Provide).

Process Safety Knowledge Management System

A tool that makes necessary Process Safety Knowledge available to everyone who needs it, when they need it, and at the right level of detail

Proximate Cause

The cause factor which directly produces the effect without the intervention of any other cause. The cause nearest to the effect in time and space [

1

].

PSKM Audit

A PSKM audit expands on a regulatory audit such that it covers not only availability of documents but their content, accuracy, system/process to create/update, and how the information is shared and utilized. A PSKM audit benefits an organization by identifying gaps in the system and improvement opportunities.

PSKM Champions

A PSKM Champion will promote PSKM in the workplace and facilitate Communities of Practice.

PSKM Editors

A PSKM Editor is someone who knows where PSKM is located and manages format and language of knowledge so users can easily use it.

PSKM Navigators

Navigators connect people who need knowledge with systems and people who have knowledge.

PSKM Project Manager

An executive who manages the implementation of the PSKM initiatives

PSKM Stewards

A steward is responsible for ensuring PSKM updates are made following Management of Change and track changes for follow‐up and validation.

Root Cause

A fundamental, underlying, system‐related reason why an incident occurred that identifies a correctable failure(s) in management systems. There is typically more than one root cause for every process safety incident [

1

].

Acknowledgments

The American Institute of Chemical Engineers (AIChE) and the Center for Chemical Process Safety (CCPS) express their appreciation and gratitude to all members of the Guidelines for Process Safety Knowledge Management Subcommittee for their generous efforts in the development and preparation of this important guideline. CCPS also wishes to thank the subcommittee members' respective companies for supporting their involvement during the different phases in this project.

Subcommittee Members:

Michelle Brown, Chair

FMC

Denise Albrecht, Co‐Chair

3M

Jennifer Brittain

AdvanSix

Brian Farrell

CCPS Consultant

Linus Hakkimattar

ReVizions

Mark Hall

Mallinckrodt Pharmaceuticals

Dan Hannewald

BASF

Rainer Hoff

Gateway Group

Allison Knight

3M

Jennifer Mize

Eastman chemical

Steve Murphy

Syngenta

Mohammad Nashwan

Saudi Aramco

Ravi Ramasamy

Nghi Son Refinery & Petrochemical LLC

Jeffery Todd

Holly Frontier

Florine Vincik

BASF

Jerry Yuan

IRC Risk

Hafiz Zeeshan Ahmad

TRONOX Australia

The book committee wishes to express their sincere appreciation to PSRG (Robert J. Weber, Tekin Kunt, Madonna Breen, Michael Munsil, Ester Zelaya, Aaran Green, Ngoc “Annie” Nguyen, Carolina Del Din, Jimmy D Trinh, Russ Kawai, Ryan Terry, and Sonny Sachdeva) for their contributions in preparing the guideline's manuscripts.

Before publication, all CCPS guidelines are subjected to a peer review process. CCPS gratefully acknowledges the thoughtful comments and suggestions of peer reviewers. Their work enhanced the accuracy and clarity of this guideline.

Although the peer reviewers provided comments and suggestions, they were not asked to endorse this guideline and did not review the final manuscript before its release.

Peer Reviewers:

Jack Chosnek

Knowledge One

Raj Dahiya

AIG

Emmanuelle Hagey

NOVA

Trish Kerin

IChemE

Joompote Ketkeaw

SCG Chemicals

Shannon Ross

Chevron

Juliana Schmitz

Linde

Herve Vaudrey

Dekra

Dedication

This book is dedicated to:

Kenneth E. Tague, CCPSC, CSP

Ken Tague is a Rose‐Hulman Institute of Technology graduate with a career spanning over 38 years in chemical operations. His many roles have included Production Manager and Plant Manager. Before retirement, he was the CCPS Technical Steering Committee (TSC) representative for Archer Daniels Midland Company (ADM) and was on the CCPS Planning Board. His experience and presentation skills have made him a sought‐after instructor for CCPS's flagship course, Foundations of Risk Based Process Safety. He has contributed to the AIChE SAChE and RAPID education programs by developing e‐learning courses related to process safety.

Ken also served on CCPS book committees, contributing to the development of two CCPS books: Dealing with Aging Process Facilities and Infrastructure and Recognizing and Responding to Normalization of Deviance. Based on his hands‐on experience, he also significantly contributed to the web‐based training on Process Safety for Maintenance Workers and Operators.

He is a strong proponent of process safety, having shared his commitment to Process Safety at the 2018 Global Congress on Process Safety in the session “When PSM Hit Home." Preventable incidents continue to stir his passion for sharing his experiences to strengthen the expertise of engineers new to and within the Process Safety field.

Ken is a CCPS Certified Process Safety Professional (CCPSC), a Certified Safety Professional (CSP) in the Safety, Health, and Environmental (SH&E) field, and was an active member of the CCPS Pharma, Food, and Fine Chemicals (PFFC) Committee before he retired. In addition, he holds Patent 9,481,609 as a co‐inventor of the process to make Heteromorphic Lysine Feed Granules.

CCPS is delighted to dedicate this book to Ken in recognition for his past, present, and continuing support of CCPS and the global Process Safety community.

Louisa A. Nara, CCPSC

Global Technical Director, CCPS

Anil Gokhale, Ph.D

.Chief Operating Officer, CCPS

Preface

The Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology since 1985. The CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 100 books in its process safety guidelines and process safety concepts series, and over a hundred courses, including 33 training modules through its Safety in Chemical Engineering Education (SAChE) series. CCPS is supported by the contributions and voluntary participation of more than 250 companies globally.

This book contains guidelines for companies to improve their process safety performance through the implementation of a Process Safety Knowledge Management (PSKM) system. The characteristics of a PSKM system are defined and guidelines are shared on how to set up a PSKM system to improve overall Process Safety performance. The underlying factors for success are presented which include leadership, employee involvement, and organizational culture with case studies used to illustrate key points and learnings. New perspectives on PSKM are included along with strategies to overcome difficulties in transitioning from a process safety culture based on data and information to a culture based on knowledge and wisdom. Case studies with PSKM‐related lessons learned demonstrate the principles and practices described in the book.

1Introduction

“A society grows great when old people plant trees whose shade they know they shall never sit in.” Greek proverb

1.1 What Is Process Safety Knowledge Management (PSKM)?

This chapter introduces the key definitions for Process Safety Knowledge and Knowledge Management. Process Safety Knowledge Management (PSKM) is a subset of Knowledge Management focusing on building, disseminating, and sustaining Process Safety Knowledge (PSK) in an organization.

Knowledge Management has been defined by many authors over the years as collected and published by Girard and Girard [4]. One of the classic and most cited definitions of Knowledge Management is by O’Dell and Grayson [5]:

“Knowledge Management is a conscious strategy of getting the right knowledge to the right people at the right time and helping people share and put information into action in ways that strive to improve organizational performance.”

CCPS defines Process Safety Knowledge (PSK) as follows [1]:

“Knowledge 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.”

Hence, Process Safety Knowledge Management (PSKM) is defined as:

“A system for capturing, organizing, maintaining, and providing the right Process Safety Knowledge to the right people at the right time to improve process safety in an organization.”

PSKM includes methodologies, tools, processes, organizational structures, and human capital management strategies used to convert data to information, information to knowledge and knowledge to wisdom.

Process Safety Knowledge Management (PSKM) systems cover the entire life cycle of Process Safety Knowledge including development, implementation, and maintenance. The knowledge management system must ensure Process Safety Knowledge is easily accessible and understandable to the people who need it, and that the knowledge shared is consistent, current, and accurate. We note that there is a special case with regards to Contractors and other outside entities which could impact this stated goal. A brief discussion is included in Section 4.5.

1.2 Purpose and Scope of this Book

This book is intended to be a resource for sharing industry-leading best practices on PSKM and for providing a blueprint for developing an effective PSKM program for companies. This book is divided into three sections:

Business case for an effective PSKM program and its relationship to PSM elements (

Chapters 2

and

3

)

Setting up a successful PSKM system and sustaining it (

Chapters 4

and

5

)

Sharing case studies illustrating the importance of an adequate and effective PSKM system (

Chapter 6

)

The principles of PSKM are transferable across industries. Examples contained within this book will provide guidance on how the knowledge obtained from past incidents, and current best practices from industry leaders, can be applied to many different organizations.

1.3 Historical Development of PSKM

Historically, the terms Process Safety Information (PSI) and Process Safety Knowledge (PSK) have been used interchangeably [6], [7]. As companies’ maturity level in Process Safety Management (PSM) improves, there is a continuing focus in the industry to transition from information to knowledge.

Before the 1990’s, the PSK resided in the organization as a core competency of chemical or process engineers. Analysis of serious process safety events such as the methyl isocyanate release at Bhopal, India in 1984 and explosions at a chemical complex at Pasadena, Texas in 1989, showed that while PSI resided within an organization, it did not consistently turn into knowledge at the operational level. Hence, the right knowledge was not available to the right people.