Guidelines for Risk Based Process Safety E-Book

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

Seitenzahl: 1249

Veröffentlichungsjahr: 2011

Beschreibung

Guidelines for Risk Based Process Safety provides guidelines for industries that manufacture, consume, or handle chemicals, by focusing on new ways to design, correct, or improve process safety management practices. This new framework for thinking about process safety builds upon the original process safety management ideas published in the early 1990s, integrates industry lessons learned over the intervening years, utilizes applicable "total quality" principles (i.e., plan, do, check, act), and organizes it in a way that will be useful to all organizations - even those with relatively lower hazard activities - throughout the life-cycle of a company.

Leseprobe

CONTENTS

Cover

Half Title page

Title page

Copyright page

Dedication

List of Tables

List of Figures

Acronyms and Abbreviations

Glossary

Acknowledgments

Preface

Executive Summary

Purpose of these Guidelines

Risk-Based Process Safety Approach

Risk Based Process Safety Elements

Application of the RBPS Guidelines

Organization of the RBPS Guidelines

Chapter 1: Introduction

1.1 Purpose of these Guidelines

1.2 Background

1.3 Important Terminology

1.4 Management Systems Concepts

1.5 Risk Based Process Safety Elements

1.6 Relationship Between RBPS Elements and Work Activities

1.7 Application of these RBPS Guidelines

1.8 Organization of these Guidelines

1.9 References

Chapter 2: Overview of Risk Based Process Safety

2.1 Risk Based Process Safety System Design Strategies

2.2 Risk Based Process Safety Design and Improvement Criteria

2.3 Using Element Chapters to Design and Improve a Process Safety Management System

Part I: Commit to Process Safety

Chapter 3: Process Safety Culture

3.1 Element Overview

3.2 Key Principles and Essential Features

3.3 Possible Work Activities

3.4 Examples of Ways to Improve Effectiveness

3.5 Element Metrics

3.6 Management Review

3.7 References

Chapter 4: Compliance with Standards

4.1 Element Overview

4.2 Key Principles and Essential Features

4.3 Possible Work Activities

4.4 Examples of Ways to Improve Effectiveness

4.5 Element Metrics

4.6 Management Review

4.7 References

Chapter 5: Process Safety Competency

5.1 Element Overview

5.2 Key Principles and Essential Features

5.3 Possible Work Activities

5.4 Examples of Ways to Improve Effectiveness

5.5 Element Metrics

5.6 Management Review

5.7 References

Chapter 6: Workforce Involvement

6.1 Element Overview

6.2 Key Principles and Essential Features

6.3 Possible Work Activities

6.4 Examples of Ways to Improve Effectiveness

6.5 Element Metrics

6.6 Management Review

6.7 References

Chapter 7: Stakeholder Outreach

7.1 Element Overview

7.2 Key Principles and Essential Features

7.3 Possible Work Activities

7.4 Examples of Ways to Improve Effectiveness

7.5 Element Metrics

7.6 Management Review

7.7 References

Part II: Understand Hazards and Risk

Chapter 8: Process Knowledge Management

8.1 Element Overview

8.2 Key Principles and Essential Features

8.3 Possible Work Activities

8.4 Examples of Ways to Improve Effectiveness

8.5 Element Metrics

8.6 Management Review

8.7 References

Chapter 9: Hazard Identification and Risk Analysis

9.1 Element Overview

9.2 Key Principles and Essential Features

9.3 Possible Work Activities

9.4 Examples of Ways to Improve Effectiveness

9.5 Element Metrics

9.6 Management Review

9.7 References

Part III: Manage Risk

Chapter 10: Operating Procedures

10.1 Element Overview

10.2 Key Principles and Essential Features

10.3 Possible Work Activities

10.4 Examples of Ways to Improve Effectiveness

10.5 Element Metrics

10.6 Management Review

10.7 References

Chapter 11: Safe Work Practices

11.1 Element Overview

11.2 Key Principles and Essential Features

11.3 Possible Work Activities

11.4 Examples of Ways to Improve Effectiveness

11.5 Element Metrics

11.6 Management Review

11.7 References

Chapter 12: Asset Integrity and Reliability

12.1 Element Overview

12.2 Key Principles and Essential Features

12.3 Possible Work Activities

12.4 Examples of Ways to Improve Effectiveness

12.5 Element Metrics

12.6 Management Review

12.7 References

Chapter 13: Contractor Management

13.1 Element Overview

13.2 Key Principles and Essential Features

13.3 Possible Work Activities

13.4 Examples of Ways to Improve Effectiveness

13.5 Element Metrics

13.6 Management Review

13.7 References

Chapter 14: Training and Performance Assurance

14.1 Element Overview

14.2 Key Principles and Essential Features

14.3 Possible Work Activities

14.4 Examples of Ways to Improve Effectiveness

14.5 Element Metrics

14.6 Management Review

14.7 References

Chapter 15: Management of Change

15.1 Element Overview

15.2 Key Principles and Essential Features

15.3 Possible Work Activities

15.4 Examples of Ways to Improve Effectiveness

15.5 Element Metrics

15.6 Management Review

15.7 References

Chapter 16: Operational Readiness

16.1 Element Overview

16.2 Key Principles and Essential Features

16.3 Possible Work Activities

16.4 Examples of Ways to Improve Effectiveness

16.5 Element Metrics

16.6 Management Review

16.7 References

Chapter 17: Conduct of Operations

17.1 Element Overview

17.2 Key Principles and Essential Features

17.3 Possible Work Activities

17.4 Examples of Ways to Improve Effectiveness

17.5 Element Metrics

17.6 Management Review

17.7 References

Chapter 18: Emergency Management

18.1 Element Overview

18.2 Key Principles and Essential Features

18.3 Possible Work Activities

18.4 Examples of Ways to Improve Effectiveness

18.5 Element Metrics

18.6 Management Review

18.7 References

Part IV: Learn from Experience

Chapter 19: Incident Investigation

19.1 Element Overview

19.2 Key Principles and Essential Features

19.3 Possible Work Activities

19.4 Examples of Ways to Improve Efficiency and Effectiveness

19.5 Element Metrics

19.6 Management Review

19.7 References

Chapter 20: Measurement and Metrics

20.1 Element Overview

20.2 Key Principles and Essential Features

20.3 Possible Work Activities

20.4 Examples of Ways to Improve Effectiveness

20.5 Element Metrics

20.6 Management Review

20.7 References

Chapter 21: Auditing

21.1 Element Overview

21.2 Key Principles and Essential Features

21.3 Possible Work Activities

21.4 Examples of Ways to Improve Effectiveness

21.5 Element Metrics

21.6 Management Review

21.7 References

Chapter 22: Management Review and Continuous Improvement

22.1 Element Overview

22.2 Key Principles and Essential Features

22.3 Possible Work Activities

22.4 Examples of Ways to Improve Effectiveness

22.5 Element Metrics and Indications

22.6 Management Review

22.7 References

Chapter 23: Implementation

23.1 Reasons to Implement a Risk-Based Process Safety Management System

23.2 First Steps Toward Implementation

23.3 Start with RBPS Elements that Provide the Greatest Risk Benefit to Your Facility

23.4 Implementation Examples

23.5 Other Applications

23.6 Conclusions

23.7 References

Chapter 24: The Future

Our Hope and Vision

We Should Continually Strive to Do Better!

Index

GUIDELINES FOR RISK BASED PROCESS SAFETY

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

Copyright © 2007 by American Institute of Chemical Engineers. All rights reserved.

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

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

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Library of Congress Cataloging-in-Publication Data is available.

ISBN 978-0-470-16569-0

Guidelines for Risk Based Process Safetyis dedicated to the memory ofLester H. Wittenberg1929 – 2005

Les was among the first employees of the Center for Chemical Process Safety and was a major contributor to its success. All who knew and worked with Les remember him for his knowledge, his courage, and for his love of life. Although he is gone, his smile is still with us.

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

LIST OF TABLES

TABLE S.1.   Risk Based Process Safety Elements liv

TABLE 1.1.   Possible Causes of Process Safety Management Performance Stagnation

TABLE 1.2.   RBPS Management System Accident Prevention Pillars

TABLE 1.3.   CCPS Guidelines and Tools for Chemical Process Safety Management

TABLE 1.4.   North American Industry Process Safety Management Initiatives

TABLE 1.5.   Partial List of Worldwide Governmental Accident Prevention and Process Safety Management Initiatives

TABLE 1.6.   Some Factors that Motivated the CCPS RBPS Project

TABLE 1.7.   Important Issues to Address in a Process Safety Management System

TABLE 1.8.   Comparison of RBPS Elements to Original CCPS PSM Elements

TABLE 1.9.   Generic Work Breakdown Structure for the RBPS System

TABLE 2.1.   Process Safety Accident Prevention Principles and Associated RBPS Elements

TABLE 2.2.   Examples of How Risk Affects Implementation of RBPS Work Activities

TABLE 2.3.   Advice on Using These Guidelines to Meet Specific User Needs

TABLE 3.1.   Culture as a Detenninant of Process Risk Control Attitudes and Practices

TABLE 4.1.   Examples and Sources of Process Safety Related Standards, Codes, Regulations, and Laws

TABLE 6.1.   UK HSE Workforce Involvement Suggestions

TABLE 8.1.   Typical Types of Process Knowledge

TABLE 9.1.   Example Issues that Can Be Addressed at Various Life Cycle Stages

TABLE 10.1.   Procedure Formats

TABLE 11.1.   Activities Typically Included in the Scope of the Safe Work Element

TABLE 13.1.   Safety Program and Performance Information Useful in Evaluating Potential Contractors

TABLE 22.1.   Example Schedule for Management Reviews

TABLE 23.1.   RBPS Implementation Options for Upgrading Operating Procedures

TABLE 23.2.   RBPS Implementation Options for Implementing the Conduct of Operations Element

TABLE 23.3.   RBPS Implementation Options for Fixing a Deficient MOC System

TABLE 23.4.   Using RBPS to Develop and Implement a New Process Safety Management System

LIST OF FIGURES

FIGURE 2.1.   Evolution of Process Safety and Accident/Loss Prevention Strategies

FIGURE 9.1.   Levels of Hazard Evaluation and Risk Assessment

FIGURE 9.2.   Typical Qualitative Risk Analysis Documentation Form

FIGURE 9.3.   Example Risk Matrix

FIGURE 14.1.   Training System Tasks

FIGURE 19.1.   Incident Investigation Flowchart

FIGURE 19.2.   Incident Investigation Levels of Analysis

FIGURE 23.1.   A Risk-based Approach to Identifying Which RBPS Elements to Implement

ACRONYMS AND ABBREVIATIONS

ACAapparent cause analysisACCAmerican Chemistry CouncilAIChEAmerican Institute of Chemical EngineersALARPas low as reasonably practicableANSIAmerican National Standards InstituteAPIAmerican Petroleum InstituteASMEAmerican Society of Mechanical Engineers  BLEVEboiling liquid expanding vapor explosion  CAERCommunity Awareness and Emergency ResponseCAPCommunity Advisory PanelCBTcomputer-based trainingCCPSCenter for Chemical Process SafetyCFRCode of Federal RegulationsCMMScomputerized maintenance management systemCOMAHControl of Major Accident Hazards (UK HSE regulation)CSBU.S. Chemical Safety and Hazard Investigation Board  EDMSelectronic document management systemEOCemergency operations centerEPAU.S. Environmental Protection AgencyERTemergency response teamESHenvironmental, safety, and healthEUEuropean Union  FDAFood and Drug AdministrationFMEAfailure modes and effects analysisFMECAfailure modes, effects, and criticality analysis  HAZMAT   hazardous materialHAZOPhazard and operability analysisHIRAhazard identification and risk analysisHSEHealth and Safety Executive (UK)  IECInternational Electrotechnical CommissionIPLindependent protection layerISAInstrumentation, Systems, and Automation SocietyISOInternational Organization for StandardizationITPMinspection, testing, and preventive maintenance  JCAITJoint Chemical Accident Investigation Team  KSAknowledge, skills, and ability  LEPClocal emergency planning committeeLOPAlayer of protection analysisLPGliquefied petroleum gas  MOCmanagement of changeMSDSmaterial safety data sheetMTTFmean time to failure  NASANational Aeronautics and Space AdministrationNFPANational Fire Protection AssociationNOHSCNational Occupational Health and Safety CommissionNTSBNational Transportation Safety Board  OEMoriginal equipment manufacturerOSHAU.S. Occupational Safety and Health Administration  P&IDpiping and instrumentation diagramPDApersonal digital assistantPHAprocess hazard analysisPPEpersonal protective equipmentPSMprocess safety management (U.S. OSHA regulation)  QCquality control  RBPSrisk-based process safetyRCResponsible Care®RCAroot cause analysisRIKreplacement-in-kindRMPrisk management program (U.S. EPA regulation)ROIreturn on investment  SIFsafety instrumented functionSILsafety integrity levelSISsafety instrumented systemSMEsubject matter expert  UKUnited Kingdom

GLOSSARY

Accident:

An incident that results in significant human loss (either injury of death), sometimes accompanied by significant property damage and/or a significant environmental impact.

Accident prevention pillar:

A group of mutually supporting RBPS elements. The RBPS management system is composed of four accident prevention pillars: (1) commit to process safety, (2) understand hazards and risk, (3) manage risk, and (4) learn from experience.

Apparent cause analysis (ACA):

A less formal investigation method that focuses on the immediate causes of a specific incident.

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 integrity:

An RBPS 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.

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.

Checklist:

A list of items requiring verification of completion. Typically, a procedure format in which each critical step is marked off (or otherwise acknowledged/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 reactivity hazard:

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.

Competency:

An RBPS element associated with efforts to maintain, improve, and broaden knowledge and expertise.

Conduct of operations:

The execution of operational and management tasks in a deliberate and structured manner that attempts to institutionalize the pursuit of excellence in the performance of every task and minimize variations in performance.

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.

Contractor management:

A system of controls to ensure that contracted services support (1) safe facility operations and (2) the company’s process safety and personal safety performance goals. It includes the selection, acquisition, use, and monitoring of contracted services.

Controls:

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

Core value:

A value that has been promoted to an ethical imperative, accompanied with a strong individual and group intolerance for poor performance or violations of standards for activities that impact the core value.

Decommissioning:

Completely deinventorying all materials from a process unit and permanently removing the unit from service. Decommissioning normally involves permanently disconnecting the unit from other processes and utilities, and is often followed by removal of the process piping, equipment, and support structures.