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.
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.
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.
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
Lowering and more effectively managing operational risk is a big challenge in process industries. Often organizations struggle with the tension of maintaining production whilst being able to properly maintain and repair their equipment. Daily judgment calls are made on production and risk which can result in an unnecessary sacrifice of one or the other (e.g. increased safety risks in pursuit of higher production attainment or lower productivity levels for a safer environment). Lower productivity over time compromises our ability to properly inspect and maintain our safety critical equipment resulting in increased risk factors. The relationships are complex yet our workforce have few tools to help make these calls, instead relying on their experience and judgment. Risks are often managed in separate "silos" and while many organizations have expended significant effort to improve understanding of overall risks of plants, a number of key challenges remain. • The ability to understand that Asset Integrity Risk and Work Management Risk impact each other • The ability to consistently and automatically generate reliable operational risk data • Tools to move an organization from an understanding of risk to proactively managing risk • An understanding of the impact of the "work risk" upon impairments to our independent protection layers • The ability to consistently manage the compounded risk from the combination of Asset Integrity Risk and Task Hazard Risk • Bringing order to the complexity of managing operational risk to improve frontline operational decision making This paper will discuss how technology can be used to dynamically capture, visualize and manage operational risk in real time on our plants in order to improve decision making on daily work activities. By understanding the status of safety critical equipment/Independent Protection Layers (IPLs) impairments on our plants and the impact of the current or planned workload on those impairments, we can link asset integrity risk with work risk. Consistent data generation provides us with the risk profiles of the compounded risk of doing work against a backdrop of dynamic plant conditions in specific areas of the plant thus improving frontline decision making. With a holistic understanding of total risk (integrity risk, work risk and other forms of risk such as environmental, drilling etc.), frontline management teams can better prioritize and optimize work and mitigate operational risk.
Institution of Chemical Engineers Symposium Series | Year: 2012
Understanding and managing operational risk and improving line of sight on operations are ongoing challenges for hazardous industries. As stakeholder expectations of operational performance continues to rise exponentially, it has become much more of a critical issue for leadership and the boardroom. Traditionally, organisations address these challenges with better rulebooks, new "leading" or "lagging" indicators, improved best practices and more robust procedures. However, more often than not there is no noticeable decrease in the number of High Potentials (HiPO's,) incidents and fatalities. The continued focus on "find and fix" rather than "predict and prevent" is at the heart of the challenge. The interaction between People and the Plant, also known as frontline work execution, is a key Process Safety blind spot. It is the riskiest part of operations as it is where frontline workers do routine work to maintain and operate the plant, maintain the equipment and manage interventions; yet as an industry we typically still manage this critical business process with paper. The majority of paper systems function as nothing more than a 'checklist'. The lack of embedded process rigour virtually ensures the inconsistent application of work execution processes, governing controls, permits, isolations and approvals. Next generation technology can provide operational performance & predictive risk capabilities, ensuring the interactions are fully captured and embedded into operational processes. Connecting policy to practice this way ensures frontline workers are carrying out their work according to corporate standards while capturing and generating valuable data on the type, volume and interaction of work, as well as associated human factors. By capturing this data, common risk metrics can be viewed across the operations. The data can be aggregated into risk indices for the Enterprise, Assets and Plants. Operational leaders can then use these leading indices to manage and monitor the organization to a less risky, more efficient performance and improve Process Safety Management (PSM). By addressing this key area with technology and the use of valuable frontline data generated as a part of routine work processes, senior management can have peace of mind they are delivering performance while reducing uncertainty around a key area of operational risk. © 2012 IChemE.
GPA Annual Convention Proceedings | Year: 2015
Domestic crude oil and gas production is at levels last seen 25 years ago. With the US Energy Information Administration (EIA) projecting strong production for decades to come, we are well into the resurgence of US oil and gas industry. As new sources of production come on line and new markets come into view, there will be increased need for the infrastructure to transport both raw and refined products. This leaves a dilemma for the midstream sector, with infrastructure at capacity, new construction already at a high pace and aging infrastructure requiring constant maintenance and repair. Operators often need to manage the conflicting demands of operating and maintaining existing infrastructure while constructing new additions to minimize plant and pipeline outages. Midstream operators want to ensure ongoing operations, minimize conflicts and disruptions while demonstrating internal and external compliance. In order to meet the needs of this increasingly complex operating environment top performing midstream gas processors are looking to evolve to a more effective way of working that reduces operational risk and improves production efficiency. However, this path to operational excellence requires a change in the safety productivity dynamic. By integrating people, process and technology, midstream operators can better visualize, understand, prioritize and execute operational activity based on the risk it carries to the operation. This paper will set out the challenges faced by the industry and explore how technology can help midstream operators understand the impact of risk on operations so that they can make better decisions to improve the effectiveness, efficiency and safety of their operations.
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
Efforts to address the ongoing challenge of understanding and managing operational risk in hazardous industry often result in better rulebooks, new 'leading' and 'lagging' indicators and more robust procedures yet no noticeable decrease in the number of HiPO's, incidents and fatalities. Compounding the challenge is the fact that our indicators, whether leading or lagging, are typically data points that provide little information to have better conversations with our people in order to improve decision making. Many of the existing control systems, like permit to work, are managed using paper. These systems offer little insight into the execution of work as jobs are viewed individually rather than collectively or holistically, rendering it difficult to understand combined data and lagging indicators. As a result, management has little visibility, oversight or control on the cumulative risk of frontline work. By better understanding frontline cumulative risk, we can develop valuable leading indicators that can determine risk trends and encourage better decision making. Technology can play an integral role in guiding and structuring decision making by ensuring safety procedures are embedded into operational processes. The work execution process is captured, providing a window into how well frontline operational risks are managed. Capturing the data that is generated by the actual or the planned process provides us with further context and information than single data points. Using a customer data set of frontline work execution data and a copy of their incident and accident information, we can show what issuers and approvers of frontline work would have seen in terms of the actual cumulative risk score for frontline planned work. We will be able to demonstrate that they would have had the visibility to know where to act and when thus potentially avoiding or minimizing the scope of an incident. By aggregating lagging data across an organization, we can provide enhanced leading indicators and improved organizational knowledge, thus moving from a culture of 'find & fix' to 'predict & prevent'. Operational insight can be viewed from frontline to the boardroom, enabling all levels of employees to make more informed decisions in real-time and for future planning. Copyright 2012, SPE/APPEA International Conference on Health, Safety, and Environment in Oil and Gas Exploration and Production.
Petrotechnics | Date: 2013-12-20