4th Process Safety Management Mentoring (PSM2) Forum 2015 - Topical Conference at the 2015 AIChE Spring Meeting and 11th Global Congress on Process Safety | Year: 2015
Deficiencies in safety management systems have potentially catastrophic effects to an organization's facilities. That's why smart companies have implemented management control and regulation systems to monitor operational performance across the plant. Corrective course can be taken when one of these systems is not performing to its full potential; however, evaluating multiple deficiencies and their cumulative risk, along with ongoing plant activities, remains a challenge given that much of this information remains in disconnected "silos" managed by disparate groups. When it comes to repairing impairments, it is often the case that there are insufficient time and resources to fix as well as to continue to inspect and maintain the plant given differing priorities and disparate groups competing for consideration. Budgets ultimately will be a constraint, but more pressing can be the necessity for equipment downtime, logistics considerations, the impact on other planned operations and the ongoing challenge of managing an ever-growing backlog of deferred activities. Tension arises because competing groups have differing objectives. Asset Integrity wants to ensure primary containment is not compromised; Reliability wants to make sure critical rotating equipment continue to operate; Operations wants to keep the plant running and maximize throughput; Compliance want to make sure OSHA, API, SEMS standards and regulations are followed; and Health Safety and Environmental (HSE) has a rigorous schedule of inspection and calibration to maintain the integrity of the process safety system. Paired with the many operational requirements, competing pressures for maintenance and limited resource capacity, herein lays the challenge of effective planning and prioritizing work, compromising production efficiency and operations. Advances in operational performance and risk management technology enable organizations to use a risk-based approach to understanding and managing critical systems deviations. With a "common currency" of all risk, enterprise functions such as maintenance, planning, operations and HSE can access Key Performance Indicators (KPIs) to visualize and effectively prioritize and execute work. This approach can similarly be used to dynamically assess risk and reprioritize work as needed during the day-to-day execution of work. The result is risk-based visualization into process safety for optimized operations and improved plant productivity. This presentation and paper will help plant operators identify risk from the boardroom to the frontline, use risk-based decision making to better prioritize plant maintenance and scheduling, connect deviations from the various process safety management systems to optimize work execution - ultimately changing the safety productivity dynamic across plant operations. © 2015, Petrotechnics, LTD. All rights reserved.
Society of Petroleum Engineers - SPE Offshore Europe Conference and Exhibition, OE 2015 | Year: 2015
This paper will explore best practices for operators to make risk mitigation arising from process safety management (PSM) systems an integral part of efficient and effective operations. Operational risk arises from a complicated set of interrelated parameters and is viewed and managed in differing ways depending on the role and level in the organisation. The challenge is to simplify this complexity enabling all levels of the organisation to collectively focus on the major elements of risk that are important. Conceptual models like James T. Reason's Swiss Cheese barrier model or Bow-Tie models have been developed in an attempt to describe the inter-related nature of operational risk, but the industry has yet to develop operational systems that enable routine management of operational risk. Regulators are requiring companies with hazardous installations to implement process safety management systems. This has led to functionally focused management and process safety systems primarily aimed at compliance. Across the globe there are a number of process safety management models, from the Occupational Safety and Health Assocation (OHSA), California's Division of Occupational Safety and Health (Cal-OHSA), Safety and Environmental Management Systems (SEMS), UK Health and Safety Executive (HSE), the Energy Institute, and even the Tier 1-4 leading and lagging indicators from the American Petroleum Insititute (API). Furthermore, each company has established their individual process safety management or control systems to comply with or operationalise these models. Common to most systems is the concept of barriers, lines of defence, or layers of protection as a means of understanding how to protect operations from major accident hazards (MAHs). The challenge every organisation faces is how to relate the performance of their process safety systems in a meaningful way to the operatonal reality of the plant. Too often process safety leading indicators end up being focused on programme health and do not provide a forward looking view of how all the operational risk comes together where it matters most; frontline operations. To be successful in creating a sustainable business in hazardous industries, organisations need to collectively manage risk across their operations in a routine and efficient way. This requires a change in the dynamic between safety and productivity, where safety is not set against production and risk mitigation becomes an integral part of efficient and effective operations. Organisations need a holistic and common means of balancing risk against production at all levels of the operation. © Copyright 2015, Society of Petroleum Engineers.
JPT, Journal of Petroleum Technology | Year: 2011
Oil and gas industry safety continues to be at the middle as the industry grapples with the issue of labor safety. One of the key areas where performance and operational risk management can be significantly improved, but has often been overlooked or where little attention is paid, is frontline work execution. There are two contrasting methods of managing operational risk in the industry, risk management and rule compliance. By establishing structured processes, it can be ensured that people are guided to the correct operational decisions that are appropriate to their conditions and context. Technology can be a significant enabler of business process in the oil and gas industry. The work execution process can be captured, thus providing a window into how well frontline operational risks are being managed. The environment in which people operate needs to support a safe way of working. The identity of the team needs to be consistent with all the other factors.
AIChE 2013 - 2013 AIChE Spring Meeting and 9th Global Congress on Process Safety, Conference Proceedings | Year: 2013
The use of new technology platforms that can transform the implementation and enforcement of a culture of conformance as well as establishing new methods of tracking performance in real time is discussed. The often overlooked area of frontline work management which poses the greatest operational risk in the industry is examined. A new category of technology, the operational performance and predictive risk platform is described. Deployed at the enterprise level, this platform integrates with traditional maintenance management/asset management systems to significantly improve work identification, planning and scheduling at the daily/hourly level. This is an abstract of a paper presented at the 2013 AIChE Spring Meeting & 9th Global Congress on Process Safety (San Antonio, TX 4/28-5/2/2013).
Society of Petroleum Engineers - SPE Asia Pacific Oil and Gas Conference and Exhibition, APOGCE 2013: Maximising the Mature, Elevating the Young | Year: 2013
The Oil and Gas industry currently faces some of the greatest challenges in its history; increasing demands to deliver sustainable operational improvements, regulatory scrutiny, crippling maintenance backlogs, poor plan accuracy and below optimum plan attainment results. As stakeholder expectation of operational performance continues to rise, organisations need to have deeper insight into frontline activities, in order to improve. At the heart of the problem is the complex interaction between the work management business process, asset integrity management (barrier management and impairment) and their impact on overall operational risk. Typically organisations manage the work identification and planning phases of the business process with software systems. However most still use antiquated paper based systems characterised by forms in triplicates or limited standalone electronic systems to manage the work execution phase. These systems provide a limited static view of work risk, no tactical or strategic appreciation of the cumulative work risk arising from planned and emergent work, and virtually no holistic consideration of barrier impairments and the impact of work risk. Finally with no data, no end to end integration and thus no feedback loop it is virtually impossible for these systems to help improve the understanding that drives better decision making and to cultivate asafer, more productive environment In this whitepaper, we will demonstrate how fully integrated technology systems can be used to intelligently link integral safe work planning and risk management processes to safe work control. In doing so, these systems can provide the means to complete the planning to execution work management business process, safely and sustainably. The data and information collected as a part of routine work completes the feedback loop as it is sent back to the other systems supporting the business process. Plan accuracy and plan attainment are improved as the planners have the actual details of what it took to do the job, improving the inputs to the plan the next time the work orders are executed. Contractor wait time can be reduced dramatically and frontline supervisors have the tools to optimise of the safe work plan to reduce operational risk and operational inefficiencies. By utilising new technology for the work management business process, senior management can, for the first time better understand and balance the relationship between delivering performance and operational risk. Copyright 2013, Society of Petroleum Engineers.