Center for Chemical Process Safety

New York City, NY, United States

Center for Chemical Process Safety

New York City, NY, United States
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SPRING, TX, February 23, 2017-- Christina Rene' Murata, Owner, Chief Executive Officer, and Process Safety Consultant with Risk Integrity Safety Knowledge, Inc. (RISK, Inc.), has been recognized as a Distinguished Professional in her field through Women of Distinction Magazine. Christine Rene' Murata was recently featured in Women of Distinction Magazine and will soon be featured in the Top 10 of 2016 edition.After completing her undergraduate work in 2004, Christina Rene' Murata began her career as an Assistant Engineer for an electrical firm in their Research and Development Department developing internal policies and procedures. Several years later, she relocated to California with her husband and took a position as an Administrative Assistant working in refinery before being promoted to Engineering Assistant turned Assistant Engineer. It was during that time that she became educated on Process Safety Management (PSM) that was required of the Occupational Safety and Health Administration.As a Process Safety Consultant in the gas, oil, chemical, and petrochemical industries, Murata has been serving as Owner and Chief Executive Officer of Risk Integrity Safety Knowledge, Inc. (RISK, Inc.) for the past seven years. With two locations, one in Spring, Texas and one in Sao Paulo, Brazil, the company strives to offer a higher level of quality and integrity in PSM.Comprised of engineers, process safety specialists, and several other highly trained professionals in the field, RISK, Inc. offer a full range of technical consulting, training, and staffing services for OSHA's PSM and the Environmental Protection Agency's Risk Management Program."When I first got started in the industry in 2005, there were a series of minor incidents that impacted my husband, brother-in-law, and several friends due to undocumented changes in the field. Although minor, they had the potential to become quite serious and potentially life threatening. That was when I became actively involved in the PSM program. I work in this field today because it impacts lives in a positive way. I believe that everyone can and should go home to their loved ones safely and a quality PSM program can be critical. Today, I work to help other companies improve their safety programs, while also educating and working with them on improvements."In addition to Murata's daily responsibilities, she is training an assistant to take on the role of US Manager to run the US office so that she can focus on getting the organization's Brazilian office up to speed. When not working on RISK, Inc., Murata is working on an online course to coach women, specifically healers, teachers, and entrepreneurs, in the successful development of their own business through another business venture, CEO Essence. She has also recently partnered with Salvatore Laureano to develop a line of fashionable business attire for women.Murata holds a BA in Applied Physics and a BS in Applied Mathematics from Southern Oregon University, as well as a Master of Business in Global Enterprise Management from Jones International University. In her down time Murata is an active member of Center for Chemical Process Safety and American Institute of Chemical Engineers, participates annually in several events pertaining to her industry, and attends various events to both support and learn from colleagues.For more information, visit About Women of Distinction Magazine:Women of Distinction Magazine strives to continually bring the very best out in each article published and highlight Women of Distinction. Women of Distinction Magazine's mission is to have a platform where women can grow, inspire, empower, educate and encourage professionals from any industry by sharing stories of courage and success.Contact:Women of Distinction Magazine, Melville, NY631-465-9024

Berger S.,Center for Chemical Process Safety | Pridy C.,Phillip Townsend and Inc. PTAI
1st CCPS Asia-Pacific Conference on Process Safety 2013, APCPS 2013 | Year: 2013

The vision and recommendation of industry-wide process safety originated with the creation of the Center for Chemical Process Safety (CCPS®[SB1]) by AIChE following the December 3, 1984 Bhopal disaster, and has been refined and strengthened over time. Most recently, CCPS identified 20 process safety elements of Risk Based Process Safety (RBPS) to be used to drive continual improvement (CCPS, 2007). As organizations implement Process Safety Management (PSMS) systems through a structured and systematic approach there is a realization that the Process Safety journey includes the need to develop an understanding of the current status of existing PSMS, sustain Process Safety performance, and sustain continuous improvement. Benchmarking the process of PSMS practices, with reference to industry peers, is a very useful tool to help identify and address the gaps to best performers. Viewed from a risk based perspective, in 2009 CCPS selected Phillip Townsend Associates (PTAI) to design a PSMS benchmark program. The CCPS benchmarking committee selected 6 of the 20 RBPS elements with the goal of seeking an understanding of the relationship between process safety outcomes and management practices. Benchmarking results of the global study provide participants element-specific quartile performance to the overall industry peers who participated in the study, as well as, specific Asia-Pacific peers. As part of the benchmarking process, the study develops and presents a gap analysis to senior management identifying key areas of improvement for implementing and evolving effective PSMS's. This paper starts from a global benchmarking perspective. A detailed discussion of the PSMS benchmark, methodology, the value proposition to be gained, and the experience of participants in developing an understanding of their current status of existing PSMS is presented. Specific attention is on comparing the similarities and differences between the Asia-Pacific peer group and the overall, global industry peer group. Practices that will improve and sustain PSM performance from top performers are reviewed. The paper focuses on the journey to leverage from lessons learned through the enhancement of Process Safety Knowledge and adopting best practices. Continuous improvement and excellence can be achieved by focusing on the most important decisions and behavior changes that leadership can, closing the gap to the top performers, developing central and site specific action plans for improvement, and raising the internal level of all organizational units to the that of the top-performing internal site. © Copyright (2013) By AIChE. All rights reserved.

Ness A.,Center for Chemical Process Safety
Chemical Engineering Progress | Year: 2015

Failures of process safety management (PSM) systems are deadly and costly. Major accidents have emphasized the need for process safety within the chemical and petrochemical industries. Several process safety incidents are discussed, where human errors, management decisions, single-point equipment failures or malfunctions, knowledge deficiencies, and management system inadequacies have resulted in severe failures of PSM systems. A management system may include physical safety devices or planned activities that protect and guard against failure. An effective PSM system has the effect of reducing the number of holes and the sizes of the holes in each of the system?s layers, reducing the likelihood that they will align.

Nara L.A.,Center for Chemical Process Safety
11AIChE - 2011 AIChE Spring Meeting and 7th Global Congress on Process Safety, Conference Proceedings | Year: 2011

A number of significant incidents and fires have occurred at biofuels facilities resulting in the destruction of property, injury, and loss of life. Well-developed and properly implemented process safety management programs can play a decisive role in reducing incidents and minimizing their impacts. Critical areas of concern in biofuels manufacturing include the proper storage and handling of flammable materials, containment of flammable vapors, the potential for dust explosions from grain storage, disposal of clean up materials, spill control, and management practices. Established producers and new entrants in this business sector can learn from those who chose not to follow established protocol for operating a safe Class I Division II process environment. This is an abstract of a paper presented at the 2011 AIChE Spring Meeting & 7th Global Congress on Process Safety (Chicago, IL 3/13-17/2011).

Chastain J.W.,Eastman Chemical Company | Murphy J.,Center for Chemical Process Safety
16th Process Plant Safety Symposium 2014, PPSS 2014 - Topical Conference at the 2014 AIChE Spring Meeting and 10th Global Congress on Process Safety | Year: 2014

With the publication of Guidelines for Enabling Conditions and Conditional Modifiers in Layer of Protection Analysis (2013), Guidelines for Determining the Probability of Ignition of a Released Flammable Mass (2013), and Guidelines for Initiating Events and Independent Protection Layers in Layers of Protection Analysis (2014), CCPS has made significant strides in documenting much of the progress that has occurred in the Layer of Protection Analysis community since the publication of Layer of Protection Analysis Simplified Process Risk Assessment in 2001. During the development of these companion texts, however, CCPS reached the conclusion that a more timely response to changes in the technology was required to serve the LOPA community. To address this need, CCPS is announcing an exciting new project; an Evergreen LOPA Database is being developed to keep practitioners apprised of new developments, new data, and other changes in the field. The Evergreen LOPA Database will enable new data and analysis to be incorporated into the most up to date source available on initiating events, independent protection layers, enabling conditions and conditional modifiers. The Evergreen LOPA database will also allow the community to more easily propose new initiating events and IPLs and have the values and management practices associated with these proposed items peer reviewed and presented to the broader community. This paper describes the current plans for the database project including the content that will be available, the proposed management practices, and the ability for discussion and continuing development by the community.

Hendershot D.C.,Center for Chemical Process Safety
Process Safety Progress | Year: 2012

An effective process safety culture is essential to an effective process safety management (PSM) program. A good safety culture is the difference between doing aPSM activity, and doing it well. Without a good culture, an organization can check off the boxes indicating that various PSM activities have been done, but the product of those activities may have little valuable content, and the PSM program may not be effective. © 2011 American Institute of Chemical Engineers Process Saf Prog, 2012 Copyright © 2011 American Institute of Chemical Engineers (AIChE).

McCavit J.,Center for Chemical Process Safety | Grounds C.,British Petroleum
Institution of Chemical Engineers Symposium Series | Year: 2015

The concepts behind CCPS's Vision 20/20 were introduced in conferences throughout the world in the 2014 including in Hazards 24. Feedback from the conferences has been very positive. In addition to concepts, companies need implementation tools to actually reduce process safety incidents. This paper briefly reviews the concepts of Vision 20/20, and primarily addresses tools that will help companies achieve the vision. Emphasis is on an assessment tool that has been developed. The assessment tool is intended to help companies identify strengths and weaknesses within their process safety program in regard to Vision 20/20 concepts. During the 2015 Global Congress on Process Safety, portions of the assessment tool is planned to be used by hundreds of participants and the results of those assessments will be presented in Hazard 25. Participants in Hazard 25 will have the opportunity to compare their perception of their own company with how other companies viewed themselves. The complete assessment tool will be available for participants. Other tools in support of Vision 20/20 which will be discussed include a list of helpful resources available to companies with identified opportunities for improvement and an Implementation Guide to help companies put their Vision 20/20 efforts into action. © 2015 Amec Foster Wheeler.

Nara L.,Center for Chemical Process Safety
Chemical Engineering Progress | Year: 2011

A discussion on process safety in the biofuels industry covers the identification and management of risks; culture and infrastructure of the biodiesel segment; proper storage and handling of highly flammable materials, e.g., ethanol and methanol; removal and management of dust accumulation in grain storage areas; reducing injuries and potential losses; applying lessons learned from incidents in other industries that could occur at a biofuels facility; grounding and static control; responsibilities of employees; and documents and guidelines for safe handling of biodiesel.

Berger S.,Center for Chemical Process Safety
Society of Petroleum Engineers - SPE/APPEA Int. Conference on Health, Safety and Environment in Oil and Gas Exploration and Production 2012: Protecting People and the Environment - Evolving Challenges | Year: 2012

Over its 27 year history, the Center for Chemical Process Safety (CCPS) has observed repeatedly that the first step towards implementing a strong process safety management program is obtaining top management commitment to process safety. CCPS has learned that communicating the business case for process safety is an important part of the process of obtaining this commitment. Work conducted by CCPS has demonstrated four key ways that process safety can have positive business benefits. Two of these benefits are qualitative; they can't be measured precisely, but they clearly impact business and financial performance. Two additional benefits are quantitative; they provide financial impact which can be readily identified. All four ways combine to make a compelling case for obtaining top management support for a strong process safety management system. This paper will discuss the four business benefits of process safety, and will include the results of recent investigations. Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production.

Hendershot D.C.,Center for Chemical Process Safety
Chemical Engineering Progress | Year: 2012

Building safety into a process by substituting less-hazardous materials and chemistry can minimize inventories and equipment sizes, moderate operating conditions, and simplify unnecessary complex operations. It should be known that hazards can never by eliminated or reduced if the process designer does not challenge the need for hazardous materials and operating conditions. Chemical process safety measures include inherent, passive, active, and procedural. These strategies are not discrete with clear boundaries, but represent general categories along a spectrum of process safety approaches. A consideration of human factors and design of equipment is necessary to minimize potential for incorrect operation. Some companies perform separate inehrently safer design (ISD) reviews, often using checklists to stimulate ISD ideas.

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