Process safety management : leveraging networks and communities of practice for continuous improvement

The continued prevalence of major incidents (most recently the 2010 BP Gulf of Mexico Oil Spill) and preponderance of workplace fatalities and injuries as well as Process Safety Management (PSM) Incidents, globally, begs the question: why do incidents continue to occur in today's technologically advanced era? More importantly, with 80-85 percent of incidents being repeated, the more obvious questions are:

Why do organizations fail to learn from prior incidents internal to the business? Why do organizations fail to learn from their peers and other same industry players? Why do organizations fail to learn from the incidents and experiences of other industries?

Process Safety Management: Leveraging Networks and Communities of Practice for Continuous Improvement provides a road map organizations can use to identify and setup critical networks for preventing catastrophic incidents and for sharing knowledge in an organized manner within the organization to enhance business performance. The book helps organizations establish centers of excellence by activating networks for generating best practices and practical solutions to workplace business, and safety challenges.

The book covers the full range of activation of networks including identifying members, defining goals and objectives, and prioritizing work through leadership and stewardship of networks. It addresses all elements of effective safety management and includes simple, easy-to-follow processes that bring about lasting changes to workplace safety. It also highlights the health and safety needs of both Generation X and Generation Y who currently inherit the workplace but are very different in learning behaviors and experience levels.

In a thin margins business environment characterized by scarce resources, operational discipline and excellence drives stakeholder confidence and corporate performance. Detailing the practical application of tested principles and practices, this book provides a simple path forward for organizations to recognize the benefits of networks and to proactively establish and support them within organizations to generate continuous and sustained improvement in work practices, procedures, and business performance.

Preface	p. xiii
Authors	p. xv
Acknowledgments	p. xix
Introduction	p. xxi
1 Process Safety Management (PSM)	p. 1
Process Safety Management (PSM)	p. 2
Standards	p. 5
PSM in Canada	p. 7
Elements of PSM	p. 8
PSM: People Requirements	p. 10
PSM: Processes and System Requirements	p. 16
PSM: Facilities and Technology	p. 22
References	p. 27
2 Historical Perspective: A Review of Operationally Disciplined and Excellent Organizations Where Process Safety Management Is Entrenched	p. 29
Operational Discipline	p. 29
Process Safety Management	p. 30
History of Process Safety Management	p. 31
Operationally Disciplined Organizations	p. 33
Case Study: DuPont	p. 33
Case Study: Chevron	p. 39
Case Study: Exxon Mobil	p. 41
Case Study: BP	p. 44
Case Study: Bahrain Petroleum Company (BAPCO)	p. 47
Case Study: Outsourced Process Safety Management	p. 48
Conclusion	p. 51
References	p. 52
3 Leadership Behaviors for Network Performance, and Operational Discipline and Excellence	p. 55
The Role of Leaders	p. 55
Create a Shared Vision across the Organization That Influences the Behaviors of Followers in the Direction of the Vision	p. 56
Courage to Make Difficult Changes and Establish the Desired Culture of the Organization	p. 57
Demonstrate Behaviors That Support the Values of the Organization	p. 59
Act in a Timely Manner When Opportunities Are Identified	p. 60
Hold Self and Workers Accountable for Performance against Goals and Objectives	p. 60
Ensures Consistent Use of Written Standards and Supporting Procedures; Takes Action When Deviations Occur	p. 61
Provide Prioritization and Sufficient Resources	p. 64
Establish and Steward Performance Management	p. 65
Is Visible and Available to Support and Drive Operation Discipline and Excellence	p. 68
Ensures Adequate Resources for Oversight of Work and Performance Management	p. 68
Leadership Styles and Behaviors: Impact on Safety	p. 69
Transformational Leadership Behaviors	p. 70
Situ-Transformational Leadership Behaviors: Driving Discipline and Excellence	p. 71
Conclusion	p. 78
References	p. 78
4 Shared Learning in Safety	p. 81
Essentials for Effective Shared Learnings	p. 82
Current State of Generating and Sharing Knowledge	p. 83
Challenges of Getting Knowledge to the Frontline	p. 84
Leadership Capabilities	p. 85
Fear of Legal and Market Responses	p. 85
Weak Understanding and Communication of the Benefits of Shared Learning	p. 85
Absence of the Machinery within an Organization for Generating Learnings	p. 86
Absence of an Organized Method and Cost Issues	p. 86
Maximizing Value from Shared Learning	p. 87
A Corporate Approach to Capturing and Sharing Learning	p. 88
Create Expert Networks for Generating Continuous Improvements	p. 88
An Approach That Caters to Generations X and Y Simultaneously	p. 89
Focus on Proactive Measures	p. 89
Have a Model for Generating Knowledge and Learnings	p. 90
Develop a Model for Sharing Knowledge and Learnings	p. 91
Tools for Transferring Knowledge and Learnings to the Frontline	p. 93
Use Standardized Templates and Processes for Sharing (Alerts, Investigation Summaries, Best Practices)	p. 99
Establish an Organizational Process for Approval and for Controlling Quality	p. 100
Action Management and Follow-Up	p. 100
Sharing Tools Must Be User Friendly, Searchable, Accessible to All Workers, Accommodating to Collaboration, and Secure	p. 101
Conclusion	p. 102
References	p. 102
5 Creating Expert Networks for Generating Continuous Improvements	p. 105
Network Requirements	p. 105
Clearly Defined Scope of Work (SOW)	p. 106
Business Areas and Stakeholder Representation	p. 107
Network Charter	p. 107
Support Services: Communications, Legal, and Others	p. 107
Leadership Support and Sponsorship	p. 108
Network Composition	p. 108
Selecting a Strong and Credible Network Leader	p. 108
Establishing a Core Team of Three to Eight Core Team Members	p. 109
Identifying and Ensuring the Availability of a Corporate-Wide Pool of Subject Matter Experts	p. 109
Selecting Committed, Motivated Team Members and Subject Matter Experts	p. 109
How the Network Operates	p. 110
Focused Attention on Prioritized Key Deliverables	p. 110
Avenue Created for Knowledge and Information Transfers to and from the Frontline	p. 111
Knowledge Creation Process: Best Practice Identification and Transfer to Frontline	p. 111
Collaboration Processes	p. 111
Network Design	p. 112
Core Teams	p. 112
Subject Matter Experts (SMEs)	p. 112
Extended Group or Community of Practice	p. 113
Reference	p. 113
6 Leveraging Networks and Communities of Practice for Long-Term Success	p. 115
Networks: A Historical Perspective	p. 116
Network Creation: Essential Requirements	p. 117
Essential Network Criteria	p. 118
What Is the Purpose of the Network? Can We Articulate a Value?	p. 118
What Is the Structure of the Network?	p. 119
How Do Networks Work?	p. 119
Do We Have the Right Leadership and Subject Matter Expertise Resident in the Organization for Supporting the Network?	p. 120
Is There a Clear Understanding of the Areas of Focus and Subject Areas or Issues to Be Addressed by the Network?	p. 120
Are the Goals and Objectives of the Network Clearly Defined?	p. 121
Are There Linkages with Other Networks, Functional Groups, Senior Leaders, Extended Networks, and Community of Users That Are to Be Developed or Leveraged for Success?	p. 121
What Are the Key Success Factors of the Network?	p. 121
What Is the Level of Autonomy Allowed for the Network?	p. 122
Is a Network Charter Available?	p. 122
Getting Networks Started: Conferences, Training, and Chartering	p. 122
Defining the Need for a Network Conference and Workshop	p. 123
Objectives of Conferences and Workshops	p. 124
Current State versus Desired State Vision	p. 125
Network Conference (Workshop) and Kickoff	p. 125
Pre-Network Conference (Workshop) Planning	p. 126
Planning and Executing the Network Conference	p. 127
Leadership Commitment	p. 130
Conference and Workshop Activities and Network Chartering	p. 131
Key Messages for the Conference	p. 132
Reference	p. 133
7 Activation and Tenure of Networks	p. 135
Networks: How They Differ from Other Organizational Structures	p. 135
Why Is It Necessary to Formally Activate Networks?	p. 137
Why Are Control of Membership and Membership Changes Necessary?	p. 138
What Value Is There in Sustaining Network Activities?	p. 138
Network Tenure	p. 139
Network Membership Changes and Turnover	p. 140
Reference	p. 141
8 Network Focus and Work Priorities	p. 143
Types of Networks Developed in Organizations	p. 143
Network Focus	p. 144
Network Charter	p. 146
Measurable Objectives and Goals	p. 147
Critical Success Factors	p. 147
In Scope and Out of Scope Items	p. 148
Clearly Defined Deliverables	p. 148
Team Members	p. 148
Meeting Frequencies	p. 149
Leadership Sponsor and Approval	p. 149
Network Work Plan	p. 149
Network Work Prioritization	p. 151
9 Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance	p. 153
Performance Targets	p. 154
Key Performance Indicators (KPIs)	p. 155
Leading Indicators	p. 156
Lagging Indicators	p. 158
Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks	p. 158
Putting the Teeth into KPIs	p. 161
Worked Example of Performance Pay (Bonus) Linked to KPIs	p. 163
Target Setting	p. 163
Ensuring Relevance	p. 165
Avoiding Distortions and Duplications	p. 165
Consultation and Engagement	p. 166
Monitoring and Reviewing Progress	p. 166
Reporting against Targets	p. 167
Challenges to KPIs	p. 167
Participation Issues	p. 168
Data Management Issues	p. 168
Observation Issues	p. 168
Target Setting Constraints	p. 169
Conclusion	p. 169
References	p. 170
10 Challenges Faced by Organizations in Managing Networks	p. 171
Size of the Network: What Is the Optimal Size of a Network?	p. 171
Size and Scale of Operation of the Organization	p. 172
Level of Maturity of the Organization with Respect to the Network Being Formed	p. 172
Number of Stakeholders Involved in the Area of Focus of the Network I73
Amount of Work That Must Be Undertaken to Close Gaps between Current and Desired States	p. 173
Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities?	p. 173
Right Balance between Face-to-Face Meetings and Virtual Meetings	p. 174
Quantifying the Value Created by the Network	p. 175
Tangible or Quantitative Assessments	p. 175
Intangible or Qualitative Assessments	p. 175
Understanding the Right Balance between Network Responsibilities and Full-Time Duties	p. 176
Cost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network Members	p. 177
Number of Networks to Be Established	p. 177
Managing the Interrelationships between Overlapping Networks	p. 178
11 Network Coordination: The Leadership Challenge	p. 181
Role of the Executive Vice President of Health, Safety, Security, and Environment	p. 181
Role of the Network Steering Team	p. 183
Business Unit Leadership	p. 184
Functional Unit Leadership	p. 184
Corporate or Central Control of Networks	p. 185
Network Communication	p. 186
Network Stewardship and Performance Management	p. 188
Conclusion	p. 190
12 A Network at Work	p. 193
Determining the Need for Network Support	p. 193
Developing the Management of Change Network Charter	p. 194
Use of Opportunity Matrix to Prioritize Gap Closure Activities	p. 197
Communication Plan and Messaging	p. 201
Stewardship and Communicating Up the Organizational Chain	p. 202
Conclusion	p. 204
Conclusion	p. 205
Index	p. 207

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