Conduct of operations and operational discipline : for improving process safety in industry

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Title:

Publication Information:

Hoboken, N.J. : Wiley, c2011

Physical Description:

xxxiv, 207 p. : ill. ; 25 cm.

ISBN:

9780470767719

General Note:

"Center for Chemical Process Safety"--T.p.

Abstract:

"Process safety management (PSM) systems are only as effective as the day-to-day ability of the organization to rigorously execute system requirements correctly every time. The failure of just one person in completing a job task correctly just one time can unfortunately lead to serious injuries and potentially catastrophic incidents. In fact, the design, implementation, and daily execution of PSM systems are all dependent on workers at all levels in the organization doing their job tasks correctly every time. High levels of Operational Discipline, therefore, help ensure strong PSM performance and overall operational excellence. This book details management practices which help ensure rigor in executing process safety programs in order to prevent major accidents"-- Provided by publisher.

Subject Term:

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	30000010235905	T55 G788 2011	Open Access Book	Book	Searching... Unknown

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Summary

Process safety management (PSM) systems are only as effective as the day-to-day ability of the organization to rigorously execute system requirements correctly every time. The failure of just one person in completing a job task correctly just one time can unfortunately lead to serious injuries and potentially catastrophic incidents. In fact, the design, implementation, and daily execution of PSM systems are all dependent on workers at all levels in the organization doing their job tasks correctly every time. High levels of Operational Discipline, therefore, help ensure strong PSM performance and overall operational excellence.

This book details management practices which help ensure rigor in executing process safety programs in order to prevent major accidents.

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 eighty books in its process safety guidelines and process safety concepts series, and over one hundred training modules through its Safety in Chemical Engineering Education (SAChe) series.

List of Tables	p. xiii
List of Figures	p. xv
Online Materials Accompanying This Book	p. xvii
Acronyms and Abbreviations	p. xix
Glossary	p. xxiii
Acknowledgments	p. xxvii
Preface	p. xxix
Executive Summary	p. xxxi
1 What is COO/OD and how can I Tell if I Need it?	p. 1
1.1 Introduction	p. 1
1.2 Purpose of This Book	p. 1
1.3 Focus and Intended Audience	p. 1
1.4 Definitions	p. 6
1.5 How to Use this Book	p. 11
1.6 How Do I Know If I Need to Improve My COO/OD System?	p. 12
1.7 Basic COO/OD Concepts	p. 12
1.8 Implementation of the COO/OD System	p. 22
1.9 Scope of the Book	p. 23
1.10 Relationship to Other Management System Frameworks	p. 24
1.11 Summary	p. 29
1.12 References	p. 29
2 Benefits of COO/OD	p. 31
2.1 Introduction	p. 31
2.2 Objectives of COO/OD	p. 31
2.3 Evolution of COO/OD Systems	p. 35
2.3.1 Success in Military Applications	p. 35
2.3.2 Success in U.S. Department of Energy Applications	p. 36
2.3.3 Success in Aviation Industry Applications	p. 37
2.3.4 Success in Utility Industry Applications	p. 38
2.3.5 Success in Process Industry Applications	p. 39
2.4 Summary	p. 41
2.5 References	p. 42
2.6 Additional Reading	p. 43
3 Leadership's Role and Commitment	p. 45
3.1 Introduction	p. 45
3.2 Achieving Greatness with COO/OD	p. 45
3.2.1 Disciplined People	p. 48
3.2.2 Disciplined Thought	p. 49
3.2.3 Disciplined Action	p. 51
3.3 Leadership's Role in Instituting COO/OD	p. 52
3.3.1 Clearly Define Expectations	p. 53
3.3.2 Clearly Define Acceptable Limits	p. 54
3.3.3 Consistently Enforce Expectations	p. 55
3.3.4 Monitor Performance Data	p. 56
3.3.5 Verify Implementation Status and Progress	p. 57
3.3.6 Sustain Performance	p. 58
3.3.7 Consider the Impact of a Catastrophic Event	p. 59
3.3.8 Implement COO/OD Across a Global Workforce	p. 60
3.4 Summary	p. 61
3.5 References	p. 62
3.6 Additional Reading	p. 62
4 The Importance of Human Factors	p. 63
4.1 Introduction	p. 63
4.2 Human Behavior Issues	p. 64
4.3 What Is a Human Error?	p. 67
4.4 Common Misconceptions About Human Performance	p. 69
4.5 Categories of Human Errors	p. 70
4.6 Human Error Initiators	p. 74
4.7 How Does a COO/OD System Prevent and Mitigate Human Errors?	p. 75
4.8 Relationship Between COO/OD and Other Common Human Performance Tools	p. 75
4.8.1 Behavior-Based Programs	p. 77
4.8.2 Antecedent-Behavior-Consequence Programs	p. 78
4.8.3 Human Performance Technology Approach	p. 79
4.9 Getting Everyone Involved in Human Factors	p. 80
4.10 Human Factors Metrics	p. 81
4.11 Summary	p. 82
4.12 References	p. 83
4.13 Additional Reading	p. 84
5 Key Attributes of Conduct of Operations	p. 85
5.1 Introduction	p. 85
5.2 COO Applied to Process Safety Management Systems	p. 88
5.3 Organization of this Chapter	p. 90
5.4 COO Foundations	p. 90
5.4.1 Understand Risk Significance	p. 91
5.4.2 Establish Standards That Support the Organization's Mission and Goals	p. 92
5.4.3 Understand What Can Be Directly Controlled and What Can Only Be Influenced	p. 93
5.4.4 Provide the Resources and Time Necessary to Complete Tasks Within Standards	p. 95
5.4.5 Ensure Competency Across the Organization	p. 96
5.4.6 Perform Critiques and Take Corrective Action	p. 98
5.5 People	p. 99
5.5.1 Clear Authority/Accountability	p. 99
5.5.2 Communications	p. 101
5.5.3 Logs and Records	p. 105
5.5.4 Training, Skill Maintenance, and Individual Competence	p. 106
5.5.5 Compliance with Policies and Procedures	p. 109
5.5.6 Safe and Productive Work Environments	p. 110
5.5.7 Aids to Operation - the Visible Plant	p. 111
5.5.8 Intolerance of Deviations	p. 113
5.5.9 Task Verification	p. 115
5.5.10 Supervision/Support	p. 117
5.5.11 Assigning Qualified Workers	p. 118
5.5.12 Access Control	p. 119
5.5.13 Routines	p. 120
5.5.14 Worker Fatigue/Fitness for Duty	p. 121
5.6 Process	p. 122
5.6.1 Process Capability	p. 123
5.6.2 Safe Operating Limits	p. 124
5.6.3 Limiting Conditions for Operation	p. 126
5.7 Plant	p. 127
5.7.1 Asset Ownership/Control of Equipment	p. 128
5.7.2 Equipment Monitoring	p. 129
5.7.3 Condition Verification	p. 130
5.7.4 Management of Subtle Changes	p. 131
5.7.5 Control of Maintenance Work	p. 132
5.7.6 Maintaining the Capacity of Safety Systems	p. 133
5.7.7 Controlling Intentional Bypasses and Impairments	p. 135
5.8 Management Systems	p. 136
5.8.1 Related Programs	p. 136
5.8.2 Necessary Conditions	p. 138
5.9 Summary	p. 139
5.10 References	p. 140
5.11 Additional Reading	p. 142
6 Key Attributes of Operational Discipline	p. 143
6.1 Introduction	p. 143
6.2 Organizational Attributes	p. 147
6.2.1 Leadership	p. 149
6.2.2 Team Building and Employee Involvement	p. 151
6.2.3 Compliance with Procedures and Standards	p. 154
6.2.4 Housekeeping	p. 156
6.3 Individual Attributes	p. 157
6.3.1 Knowledge	p. 157
6.3.2 Commitment	p. 160
6.3.3 Awareness	p. 161
6.3.4 Attention to Detail	p. 163
6.4 Summary	p. 164
6.5 References	p. 165
6.6 Additional Reading	p. 166
7 Implementing and Maintaining Effective COO/OD Systems	p. 167
7.1 Introduction	p. 167
7.2 Develop a Plan	p. 168
7.2.1 Set Consistent Performance Expectations	p. 171
7.2.2 Focus on Management Leadership and Commitment	p. 176
7.2.3 Focus on Long-Term Sustainability and Consistency	p. 178
7.2.4 Set a Few Milestones and Push to Achieve Them	p. 179
7.3 Implement the Plan	p. 180
7.3.1 Start with the Benefits - What's in It for the Workers?	p. 180
7.3.2 Communicate Performance Standards	p. 181
7.3.3 Implement and Enforce Performance Standards	p. 182
7.3.4 Adapt the Approach to Site-Specific Conditions	p. 183
7.4 Monitor Progress	p. 183
7.4.1 Use of Metrics	p. 185
7.4.2 Use of Audit Results	p. 187
7.4.3 Use of Incident Investigations	p. 188
7.4.4 Use of Other Tools	p. 189
7.5 Adjust the Plan and Continuously Improve	p. 193
7.5.1 Evaluate Current Status and Gaps	p. 193
7.5.2 Common Implementation Problems	p. 194
7.5.3 A Maturity Model for COO/OD (Current Status and How to Proceed)	p. 196
7.5.4 Prioritizing Improvement Opportunities	p. 196
7.6 Application to Different Roles	p. 200
7.7 Summary	p. 201
7.8 References	p. 202
7.9 Additional Reading	p. 202

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Table of Contents