Guidelines for managing process safety risks during organizational change

Title:

Publication Information:

Hoboken, NJ : Wiley, c2013

Physical Description:

xxv, 238 p. ; 24 cm.

ISBN:

9781118379097

Subject Term:

Chemical industry -- Safety measures

Chemical industry -- Management

Organizational change -- Health aspects

Industrial safety

Added Corporate Author:

American Institute of Chemical Engineers. Center for Chemical Process Safety

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000010325226	TP150.S24 G854 2013	Open Access Book	Book	Searching... Unknown

An understanding of organizational change management (OCM) -- an often overlooked subject -- is essential for successful corporate decision making with little adverse effect on the health and safety of employees or the surrounding community. Addressing the myriad of issues involved, this book helps companies bring their OCM systems to the same degree of maturity as other process safety management systems. Topics include corporate standard for organizational change management, modification of working conditions, personnel turnover, task allocation changes, organizational hierarchy changes, and organizational policy changes.

Author Notes

Since 1985, the Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology. CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 80 books in its process safety guidelines and process safety concepts series, and over 100 training modules through its Safety in Chemical Engineering Education (SACHE) series.

List of Tables	p. xiii
List of Figures	p. xv
Files on the Web Accompanying This Book	p. xvii
Acronyms and Abbreviations	p. xix
Glossary	p. xxiii
Acknowledgements	p. xxv
Preface	p. xxvii
1 Introduction and Scope	p. 1
1.1 Case Study: Hickson and Welsh Ltd.-England (1994)	p. 1
1.1.1 Lesson Learned	p. 2
1.2 Introduction	p. 3
1.3 The Need for Management of Organizational Change	p. 5
1.4 Organization of this Book	p. 6
1.5 A History of Organizational Change Management	p. 11
1.6 Definitions Related to Management of Organizational Change	p. 16
References	p. 18
2 Corporate Standard for Organizational Change Management	p. 21
2.1 Case Study: BP-Grangemouth, Scotland (2000)	p. 21
2.2 OCM Background	p. 24
2.3 Management Commitment	p. 25
2.4 OCM Policy	p. 26
2.5 OCM Workflow	p. 27
2.6 OCM Procedure	p. 28
2.7 Definition of Organizational Change	p. 29
2.8 Roles and Responsibilities	p. 32
2.9 Initiate an Organizational Change	p. 32
2.9.1 Example OCM Case	p. 33
2.10 Review the Change	p. 34
2.11 OCM Risk Assessment	p. 35
2.11.1 Preparation-Selecting the OCM RA Team	p. 36
2.11.2 Preparation-Gathering Relevant Data	p. 37
2.11.3 Preparation-Selecting the OCM RA Method(s) and Tool(s)	p. 39
2.11.4 Facilitation of the Risk Assessment	p. 52
2.11.5 Documenting the Risk Assessment	p. 54
2.12 Action and Implementation/Transition Plans	p. 55
2.12.1 Example OCM Case	p. 58
2.13 Postimplementation Monitoring	p. 59
2.13.1 Example OCM Case	p. 60
2.14 Closeout	p. 61
2.15 Conclusion	p. 61
References	p. 62
3 Modification of Working Conditions	p. 65
3.1 Case Study: Esso-Longford, Victoria, Australia (1998)	p. 65
3.1.1 Lessons Learned	p. 67
3.2 Modifying Location, Communications, or Time Allocation for People	p. 68
3.3 Case Study: Changes in Shift Schedules and Staffing During Turnarounds	p. 69
3.3.1 Lessons Learned	p. 71
3.4 Changes to Terms and Conditions of Employment (e.g., Hours, Shifts, Allowable Overtime)	p. 72
3.5 Staffing During Turnarounds, Facility-Wide Emergencies, or Extreme Weather Events	p. 74
3.6 Impacts and Associated Risks	p. 76
3.7 Special Training Requirements	p. 79
3.8 Conclusion	p. 80
References	p. 81
4 Personnel Changes	p. 83
4.1 Case Study: Union Carbide-Bhopal, India (1984)	p. 83
4.1.1 Lessons Learned	p. 85
4.2 Case Study: Bayer CropScience, LLC-Institute, West Virginia, USA (2008)	p. 87
4.2.1 Lessons Learned	p. 88
4.3 Changes in Plant Management (e.g., Plant Manager or EHS Manager)	p. 91
4.4 Replacement of a Subject Matter Expert	p. 92
4.5 Replacing the Incumbent in a Position that Directly Affects Process Safety	p. 93
4.6 Strikes, Work Stoppages, Slowdowns, and Other Workforce Actions	p. 93
4.7 Emergency Response Team Staffing	p. 95
4.8 Impacts/Associated Risks	p. 95
4.9 Organizational Change Procedures versus OCM for New Hires, Promotions, etc.	p. 97
4.10 Conclusion	p. 98
References	p. 98
5 Task Allocation Changes	p. 99
5.1 Downsizing Examples	p. 99
5.2 Task Allocation Changes	p. 101
5.3 Job Competency Change	p. 102
5.4 Case Study: Bayer CropScience LLC-Institute, West Virginia, USA (2008)	p. 103
5.4.1 Lessons Learned	p. 104
5.5 Assigning New Responsibilities	p. 105
5.6 Temporary Backfilling	p. 106
5.7 Vanishing Task Allocations	p. 106
5.8 Case Study: BP-Whiting, Indiana, USA (1998-2006)	p. 107
5.8.1 Lessons Learned	p. 108
5.9 Impacts/Associated Risks	p. 109
5.10 Conclusions	p. 111
References	p. 112
6 Organizational Hierarchy Changes	p. 113
6.1 Centralization or Decentralization of Job Functions	p. 114
6.2 Case Study: Esso-Longford, Victoria, Australia (1998)	p. 115
6.2.1 Lessons Learned	p. 115
6.3 Reorganizations and Delayering the Hierarchy	p. 117
6.4 Impacts/Associated Risks	p. 119
6.5 Changes to Span of Control	p. 121
6.6 Impacts/Associated Risks	p. 122
6.7 Linear vs. Matrix Organization	p. 122
6.8 Case Study: BP-Texas City, Texas, USA (2005)	p. 124
6.8.1 Lessons Learned	p. 125
6.9 Impacts/Associated Risks	p. 126
6.10 Acquisitions, Mergers, Divestitures, and Joint Ventures	p. 127
6.11 Case Study: Anonymous, USA (1998)	p. 127
6.11.1 Lessons Learned	p. 128
6.12 Associated Risks	p. 128
6.13 Case Study: Union Carbide-Bhopal, India (1984)	p. 129
6.13.1 Lessons Learned	p. 129
6.14 Changing Service Providers	p. 132
6.15 Impacts/Associated Risks	p. 132
6.16 Conclusion	p. 133
References	p. 134
7 Organizational Policy Changes	p. 135
7.1 Case Study: Dupont-Delaware, USA (1818)	p. 135
7.1.1 Lessons Learned	p. 136
7.2 Changes to Mission and Vision Statements	p. 136
7.3 New and Revised Corporate Process Safety Related Policies/Procedures	p. 138
7.4 Major Changes to Policy or Budgets for Maintenance or Operations	p. 139
7.5 Impacts/Associated Risks	p. 140
7.6 In/Outsourcing of Key Departmental Functions (e.g.., Engineering Design or Maintenance)	p. 142
7.7 Staffing-Level Policy Changes (Shutdowns, Turnarounds, Startups)	p. 144
7.8 Special Training Requirements	p. 146
7.9 Conclusion	p. 146
References	p. 147
Appendix A Example Tools for Evaluating Organizational Changes	p. 149
A.1 What-If Analysis	p. 149
A.2 Checklists	p. 150
A.3 Other Risk Assessment Tools	p. 188
A.4 Special Competency Assessment for Control Room Staff	p. 188
References	p. 198
Appendix B Example Procedures for Managing Organizational Changes	p. 199
Index	p. 237

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