4-CCPS中国安全领导力和管理培训之管理角色和责任

《4-CCPS中国安全领导力和管理培训之管理角色和责任》由会员分享，可在线阅读，更多相关《4-CCPS中国安全领导力和管理培训之管理角色和责任（82页珍藏版）》请在装配图网上搜索。

1、1Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersManagementRoles and ResponsibilitiesIndividual Roles and Responsibilities The best organizations take the time to write them down Clarifies gray areas to all employees Eliminates many oversights when pe

2、ople change roles Serves as a basis for re-mapping roles to other positions when making an organizational changeCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersThe Role of PS Steering Committees Place these where you have significant hazards,and prote

3、ctive layers that need high level of integrity.Role Approve certain changes as part of the MOC process Ask a lot of questions.Use the collective experience of the team to uncover areas of weakness in well intended changes.Copyright 2011 Center for Chemical Process Safety of the American Institute of

4、 Chemical Engineers4Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersManagementProcess Safety Competency,Training,and CertificationLodi,New Jersey-1995Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersCont

5、ributing Factors Tolling operation Inadequate communication of hazards between Technic and Napp(toller)No PHA conducted Blender inappropriate for the process SOPs and Training less than adequate Lack of understanding of consequences with regard to emergency action to off load blenderCopyright 2011 C

6、enter for Chemical Process Safety of the American Institute of Chemical EngineersProcess Safety Competency(1)Know the hazards of the process Know where the process can pose a threat to equipment limits Know the protection layers(safeguards)and ways that they can be compromised Understand administrat

7、ive/procedural layers of protection and how you can measure their effectivenessCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersProcess Safety Competency(1)Be able to continuously improve the risk profile in your area of responsibility by applying less

8、ons from Local production unit(your unit)Other production units in your company Incidents at other companies within your industry Incidents in industries different than your ownCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersRate the following groups

9、in your plant against the items in the“Process Safety Competency”list The process operators The shift team leaders/supervisors The Unit leader The members of the Site Manager staff Discussion QuestionsCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersTr

10、aining for EngineersTraining for Operations Management Shift team leaders Unit Leader Operations Manager Site Manager Process Safety TrainingCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersTraining for EngineersFor each of the Critical PSM elements in

11、 the Organization/Management Template for the Design/Engineering column,do the following:Create a table as shown below,and fill it inExerciseCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersElementTrain only a fewSome training for allCreate an on-site

12、expertUse outside expert onlyEngineering&Equipment Standards Teams give the best decisions Correct?What are ways to provide engineers the PS competencies that they need?DiscussionCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersTraining for Operations

13、ManagementAsk the following question for each operations management level,and for each of the process safety competency items:“Does this management level need to have this competency in order to make good decisions in his/her role?”Fill in the table on following page,using“N”for“need to know”,and us

14、ing“D”for“do not need to know”ExerciseCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersTable for the ExerciseCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersCompetencyShift Team LeadersUnit LeaderOperati

15、ons ManagerSite ManagerKnow the hazards of the processKnow where the process can pose a threat to equipment limitsKnow the protection layers(safeguards)and ways that they can be compromisedUnderstand administrative and/or procedural layers of protection and how you can measure their effectivenessIn

16、your organization,Do you test your managers to make sure they have the Process Safety competency knowledge they need to make the decisions they are required to make?If yes,describe.When a new person transfers into an operations leadership role,what is the mechanism for them to acquire the PS compete

17、ncy knowledge that they must have before they start making key decisions?Discussion QuestionsCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Engineers16Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersManagementS

18、elect and Hire Right People for the RoleExerciseList the criteria used at your workplace to Hire operators Hire engineers Appoint operations unit leadersSelect/Hire Right PeopleCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersMany criteria to think abo

19、ut,but two that we should highlight Capable of grasping technology Important in the operator ranks Equally important management position selections Avoid rotation of individuals into manufacturing jobs“to get them experience”if they cannot grasp the technology“Enforcement of rules is situational”Scr

20、een these types out of the group aiming at leadership roles.They can destroy a good process safety culture overnightSelect/Hire Right PeopleCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Engineers19Copyright 2011 Center for Chemical Process Safety of the Amer

21、ican Institute of Chemical EngineersManagementCulture and Employee EngagementProcess Safety CultureWhat Is It?The combination of group values and behaviors that determine the manner in which process safety is managed How we do things around here What we expect here How we behave when no one is watch

22、ing20Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersWhy Is It Important?Investigations of catastrophic events have identified common process safety culture weaknesses that are often factors in other serious incidentExamples:Lack of enforcement of hig

23、h safety standards No sense of vulnerability Poor communications Delayed or no response to process safety issues and concerns21Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersChallenger-198622Copyright 2011 Center for Chemical Process Safety of the Am

24、erican Institute of Chemical EngineersSolid Rocket(Cutaway)23Solid Rocket Motor propellant and aft field jointCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersImmediate(Technical)CauseFailure due to faulty design,unacceptably sensitive to:Effects of te

25、mperature Physical dimensions Character of materials Effects of reusability Processing Reaction of the joint to dynamic loading24Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersCulture Related Findings Reporting requirements for issues/problems not co

26、ncise.Unable to get critical information to the proper levels of management in proper time frame.Little or no trend analysis Ineffective organizational structures Work force decrease in reliability and quality assurance Flawed launch decision making process 25Copyright 2011 Center for Chemical Proce

27、ss Safety of the American Institute of Chemical EngineersRecommendations Review of Shuttle Management Structure Redefinition of the Program Managers responsibility Establish Shuttle Safety Panel Representation from the safety organization,mission operations,and the astronaut office Address shuttle o

28、perational issues,launch commit criteria,flight rules,flight readiness and risk management 26Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersRecommendations Criticality Review and Hazard Analysis Establish Safety Organization Office of Safety,Reliabil

29、ity and Quality Assurance to be headed by an Associate administrator,reporting directly to the NASA Administrator Ensure adequate oversight of functions 27Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersChemical and Refining IndustriesSymptoms of Weak

30、 Culture(1)Lack of awareness of operational safety risks by senior management Poor housekeeping prevalent leaks,spills and debris Lack of engagement/involvement by management in daily oversight of PSM systems.Superficial audits “check the box”mentalityCopyright 2011 Center for Chemical Process Safet

31、y of the American Institute of Chemical EngineersChemical and Refining IndustriesSymptoms of Weak Culture(2)Chronic cost cutting and production pressures in absence of an increased focus on critical PS hazards Inadequate metrics misplaced confidence in injury rates Lack of follow-up on process safet

32、y concerns huge backlog of action items Poor incident reporting,learning and risk reviewCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersCauses of WeakProcess Safety Culture Lack of process safety leadership(priorities,involvement)Low-discipline operat

33、ing environment Normalization of deviance reliance on luck and false sense of security Non-responsiveness to safety concerns Failure to learn and adjust the status quo Lack of effective performance monitoring Lack of trust(subordinates and supervisors)Not listening to technical experts 30Copyright 2

34、011 Center for Chemical Process Safety of the American Institute of Chemical EngineersHow To Build a Process Safety CultureEstablish Process Safety as a core valueProvide strong leadership at all levelsEstablish and enforce high standards of performanceInsure that all leaders are fully aware of proc

35、ess risks and the safeguard layers in their area of controlEmpower individuals to successfully fulfill their safety responsibilitiesDefer complex problems to qualified technical expertsEnsure open and effective communications foster mutual trustProvide timely response to Process Safety issues and co

36、ncerns31Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersQuestions What aspects of your companys process safety culture are good(Top 3)and which could use improvement(Bottom 3)based on your judgment?What 2 cultural weaknesses could you fix quickly in y

37、our area after you return from this course?What 2 cultural weaknesses,if addressed company-wide where you work,would bring the greatest reduction of risk in the plant?32Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersThe specific activities that insur

38、e:That operators/mechanics are engaged in process safety reviews and incident investigations That operators/mechanics have knowledge of recommendations from safety reviews,audits,and incident investigations,and are kept aware of the status of those recommendations33What Is Workforce Involvement?Copy

39、right 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersEngaging the operators and mechanics provides feedback and insight into the process that is only available from those who operate and maintain the equipment every day.Example:The highest risks in a process a

40、re almost always at non-steady state conditions.In a PHA,engineers are excellent sources of insight on steady-state behavior of the unit,but operators are the best sources of insight for non-steady state or abnormal operations.)34Why Is It Important?Copyright 2011 Center for Chemical Process Safety

41、of the American Institute of Chemical EngineersDescribe/give examples based upon where you work:Operator/mechanic involvement in critical PS incident investigations Feedback and information sharing systems which insure that operators/mechanics are aware of status of all key Process Safety recommenda

42、tions(PHAs,incident investigations,etc)35Workforce InvolvementQuestions for discussionCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersWhy are we only focusing on engagement of operators and mechanics?What did we learn from application of Total Quality

43、 Management to manufacturing operations?Exercise:Name 3 steps that could be taken to increase employee engagement,and tell how each would create better performance in PSM36Moving from Workforce Involvement to Employee EngagementCopyright 2011 Center for Chemical Process Safety of the American Instit

44、ute of Chemical Engineers37Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersManagementMeasurement and MetricsWhy It Is Important?Facilities should monitor the real-time performance managements systems rather than wait for incidents or for infrequent au

45、dits to identify management system failures Performance monitoring allows problems to be identified and corrective actions taken before a serious incident occurs38Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersWhy It Is Important?39Copyright 2011 Cen

46、ter for Chemical Process Safety of the American Institute of Chemical EngineersYou Cannot Manage What You Cannot MeasureYou Will Not Manage What You Do Not Choose to MeasureMeasurement and MetricsEstablish performance and efficiency indicators to monitor the near-time effectiveness of your PSM progr

47、am.Need to consider:Which indicators to use(leading,lagging,or mixture)How often to collect data How utilize the data40Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersProcess Safety Leading Indicators-Examples Number of open recommendations from PHAs,

48、Incident Investigations,Audits,etc.Number of near miss incidents submitted Number(or percent)of overdue PM tasks on safety critical systemsCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersProcess Safety Lagging Indicators-Examples Number of fires and e

49、xplosions Number of Loss of Containment events without fire or explosion Number of injuries that tied to loss of containmentCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersLeading or LaggingThe Debate is Endless The shortcoming of Lagging Indicators i

50、s.?The shortcoming of Leading Indicators is.?So use a mix and problem solved?Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersSelecting Metrics What Does the Accident Pyramid Teach Us?Copyright 2011 Center for Chemical Process Safety of the American In

51、stitute of Chemical EngineersThere is actionable information at the base of the pyramid to give us feedback on what is working and what is not.Protective BarriersHoles or WeaknessesSelecting Metrics What Did the Barrier Model Teach Us?45Process DeviationFrom EventCopyright 2011 Center for Chemical P

52、rocess Safety of the American Institute of Chemical EngineersMars Climate Orbiter-199946Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersDiscussion Exercise Using the Behavior Leading Indicator model,develop 10 PSM metrics that would be of value.Using

53、the Accident Pyramid model,develop 10 PSM metrics that would be of value.Using the Barrier Model,develop 10 PSM metrics that would be of value.47Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Engineers48Copyright 2011 Center for Chemical Process Safety of the

54、 American Institute of Chemical EngineersManagementAuditingAuditing A systematic,independent review to verify conformance with prescribed standards of care Employs a well-defined review process to ensure consistency and to allow the auditor to reach defensible conclusions An RBPS management system a

55、udit is the systematic review of RBPS management systems to verify suitability and effective,consistent implementation49Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersWhy Is It Important?Evaluates RBPS management systems to ensure they are in place a

56、nd functioning in a manner that protects employees,customers,communities,and physical assets against process safety risk Are an important control mechanism within the overall management of process safety50Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Enginee

57、rsLongford51Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersAuditing Issues Auditing by Exxon in 1994,1997 and 6 months prior to incident following OIMS(Operational Integrity Management Systems)good report card/findings related to improving the system

58、s/“risk assessment and management”slipped from 4 to 3 Victorian Workcover audit in 1996 good report -mapped H&S management systems ESSO internal review 4 months prior -positive resultsCopyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Engineers Compliance Audits

59、Conduct audit At least every 3 years Certify evaluation of compliance Verify procedures and practices are adequate and being followed By self,by company representatives,by a consultant Audit team At least one person knowledgeable in the process 53Copyright 2011 Center for Chemical Process Safety of

60、the American Institute of Chemical Engineers Compliance Audits Report of findings Determine appropriate response to each finding Correct deficiencies Document actions Track to completion Retain two most recent audit reports54Copyright 2011 Center for Chemical Process Safety of the American Institute

61、 of Chemical EngineersReferences“Guidelines for Auditing Process Safety Management Systems”,2nd Edition,published by CCPS55Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersDiscussion Questions Who conducts process safety audits for your company?What ar

62、e their credentials?Can you quickly find the last two?Have the issues been resolved?56Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical Engineers57Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersManagementIncident

63、 InvestigationIncident InvestigationA process for reporting,tracking,and investigating incidents that includes:1.The trending of incident and incident data to identify reoccurring incidents2.A formal process for investigating incidents including staffing,performing,documenting,and tracking investiga

64、tions of process safety incidents3.Managing the resolution and documentation of recommendations generated by the investigations58Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersWhy Is It important?Is a way to learn from incidents and communicate lesso

65、ns learned to internal personnel and other stakeholders Feedback can apply to the specific incident or a group of incidents sharing similar root causes Determination of root causes of equipment failures and personnel errors can result in solutions the reduce the frequency and/or consequences of enti

66、re categories of incidents59Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersColumbia Space Shuttle -200360Copyright 2011 Center for Chemical Process Safety of the American Institute of Chemical EngineersLessons LearnedCSB Investigations found:The hazards involved in the incident were well known There were warning signs leading up to the incident There were management system problems Incidents occur in companies of all sizes Many chemical related i