318248GSM EFFICIENT CC2018 pc Safe-Efficient... · I think about the story of the little boy who...

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ContentsAcknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viiContents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .ixForeword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .xiIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiiiTerminology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xvii

Part I: Philosophy

Chapter 1Human Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Chapter 2Safety and Efficiency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Chapter 3The Power of Belief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Chapter 4Keep It Simple! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

Chapter 5The Competitive Edge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Part II: Management Commitment

Chapter 6Management Belief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

Chapter 7Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Chapter 8Trust . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

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x Commit to Safe and Efficient Operations

Part III: Core Management Systems

Chapter 9Introduction to the Core . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Chapter 10The Safety Observation and Conversation Process (STAR) . . . . . . . . . . . . . . . . . . . 51

Chapter 11The Time-Out . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Chapter 12The Job Safety Analysis (JSA) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Chapter 13The Permit to Work (PTW) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Chapter 14The Debrief . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Part IV: Implementing Change

Chapter 15Immersion Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Chapter 16Culture Coaching . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Chapter 17Safety Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Chapter 18Working with Multilingual Crews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

Chapter 19Sustainability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113

AppendixWorks Cited . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

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Chapter 11 The Time-Out 67

Fig . 11-1 . Time-out hand signal (Jeff Conaway Seadrill)

I have seen Ensco very successfully use All Stop with one hand grabbing the wrist of another fi sted hand . A company in Brasil used the word "Para" very successfully out on the rigs . It really doesn’t matter what you call it; it matters that we are all on the same page, and that everyone coming on the installation is aware of it .

Does Time-Out ever get abused? Do people ever call it to get out of work? I often get asked these questions and while I am sure it has happened, I am convinced it happens far less than we think . What I can say is this: if someone calls a Time-Out to get out of work, I would deal with it swiftly and harshly . Since it is such a powerful tool, a person abusing Time-Out is unacceptable .

I think about the story of the little boy who cried “wolf .” When he cried “wolf,” everyone came running and there was no wolf . He cried again and everyone came again, and there was still no wolf . Th e third time, he saw a wolf and cried “wolf,” but no one came because they no longer believed him . If you have someone crying wolf, i .e ., calling Time-Out inappropri-ately, then it needs to be dealt with . Why? Because you will lose what it is meant to be . Th en, when you really need it, it won’t be there . Th is is not a tool to mess around with .

One of the other things that we observe is the reaction of people when a Time-Out is called . What happens? What is the reaction of the team around them? In training classes, we do experiential challenges where we set up situations for people to call a Time-Out . Frequently, we do it right after we have just taught a session on it . It is amazing to see the diff erent reactions .

Someone calls a Time-Out, and others jump on them saying, “We don’t need a Time-Out here .” It doesn’t take very long or too many negative reactions to make people stop calling Time-Outs . Not only do we have an

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obligation to call Time-Outs, but we have an obligation to honor the Time-Out when it is called . When I say honor it, it means we are going to stop and listen and we may discuss . There are times when I’ve called a Time-Out, and I’ve said “that doesn’t look right” . Sometimes, I have learned that the process was right and safe . But many times, I have also been thanked for asking the question . And, isn’t that what we want? I have been educated and learned a little about why it works and so did others on the job . Then, we went on about our business .

Supervisors, it is absolutely critical that you honor Time-Outs . We know there are times when you are busy getting the job done, and you have the experience and knowledge to know that everything is ok . Yet, if you don’t stop the job, you will put the process in jeopardy . So, supervisors, it is not about what someone says when they call a Time-Out . It is about listen-ing, educating, and then going on with your work . If you, as a supervisor, do not respect and honor Time-Outs or your people are uncomfortable calling Time-Outs; they will not call Time-Outs consistently or persistently .

Time-Out is a great tool; let’s not make it any harder than it needs to be . I hear people saying we need to write all these down, so that we know that we are doing them . I am okay with a tick box on your company’s current obser-vation card, but I certainly would not create another piece of paper for it . It is about creating the culture that provides a safe place to work . Where peo-ple can question operations at any time, and can, if necessary, stop the job .

The job safety analysis is about “planning the work and working the plan” . Time-out is used to stop work to have a conversation if anything changes or if we see an issue that could impact the safety and efficiency of the job before it actually does . Time-out is another very powerful conversation tool which will yield continuous improvement and with no administrative bur-den or cost .

Simple . Real . Personal .

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12The Job Safety Analysis (JSA)

“A prudent man foresees the difficulties ahead and prepares for them; the simpleton goes blindly on and suffers the consequences.”

—Proverbs 22:3

In a world class safety culture, the Job Safety Analysis (JSA) is both a safety and an efficiency tool . JSAs are not an “administrative overhead” to per-

form a job . They are part of the job . The JSA is an investment that bears a return in safety and efficiency . It actually saves time to properly execute a JSA . It saves time by eliminating risks and listing steps that make the job more efficient .

The purpose and intent of a JSA is to methodically examine a job task; break it down into manageable steps to identify hazards and risks which will be either eliminated or controlled in order to safely and efficiently execute that task .

One of the most powerful things about a Job Safety Analysis (JSA) is that it happens before you start the job . At this point, no at-risk behaviors have been performed, and it is an opportunity to get it right from the beginning . So, the better you can execute the JSA and the more effort you can put into it, the more it will save you from calling time-outs or having safety conversations .

We talk a lot about incident free, but let’s get clear that we are not talking risk free . We are in the risk management business . We try to eliminate all risks, but when it’s not possible, we must manage (control or reduce) those risks . As I mentioned before, nearly all companies in the oil field “use some of the same plays”—similar tools that make up their safety management system, or SMS . One of the key tools is the JSA .

But let me step back a minute to review . Earlier we discussed the three keys to making your safety tools work . Keep it simple . Keep it real . Keep

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it personal . Specific to the JSA, these keys are accomplished in its design, implementation, and use .

Remember when we discussed beliefs? People’s belief systems are inte-gral to safe operations, day in and day out . People’s beliefs are a fundamen-tal building block for creating our safety culture . Our observations—formal and informal—of people’s beliefs about JSAs have tended to fall into two polar convictions:

• We’re doing JSAs because we’re told to do them, so we have something to show if we need to .

• We’re doing JSAs because we sincerely believe that they will help keep us safe .

One of the things that hits me when I am observing people out on the rigs is that I see these two different sets of beliefs when it comes to risk assessment . One is we are doing JSAs because we are told to do them, and we will have something to show if something goes wrong . That is why JSA kind of rhymes with CYA .

The other belief out there is that we are doing JSAs because we really believe they will help keep us safe . There are some people that believe that if we actually plan a job and talk about the job ahead of time, the chances of getting it right are better .

Sometimes in the classroom we have our students debate these two beliefs . As in most debates, there is a lot of talking, and both sides get to present their beliefs . But at the end of the day, it doesn’t really change peo-ple’s minds . It is stimulating because they can clearly articulate both beliefs and with great passion .

But the interesting thing is that, at the end of the debate, I ask them, “What have we really been debating here? Have we been debating about a discussion or just about a piece of paper?” It always comes down to debating about a paper . What we are missing is a clear understanding and commit-ment to the purpose and intent of the Job Safety Analysis process .

Job Safety Analysis is really a simple process that can be broken down into three aspects:

• The Thought Process• The Paperwork• The Discussion

If you google analysis, you will not see anything about a piece of paper . It’s a thought process . Unfortunately, when you google Job Safety Analysis all you find is paper (multiple examples of JSA forms) . A JSA is simply an orga-nized approach to making the choices that will keep us from getting hurt .

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Chapter 12 The Job Safety Analysis (JSA) 71

The other thing is the paper work . There are times when you have paper work, and there are times when you don’t . The key to a great Job Safety Analysis is having a great discussion .

Before we go any further and talk about the thought process, let’s go ahead and discuss the paperwork because it is always what frustrates most people . When I ask how many people believe it is a good idea to talk about the job before execution? Almost every hand in the room will go up in agreement that it is a good thing to discuss every step of the job before the job begins .

My next question is, “Why do you think we have the paper?” I hear all sorts of things: It is for the lawyers, or it is to cover your rear . It is to prove to the office we are doing Job Safety Analysis . It is to make a job idiot proof—the list goes on .

Think about when you go grocery shopping . If you stop at the store on the way home from work, you will probably get some things you don’t need and miss some things that you do need . But if before you leave in the morn-ing, you go through the pantry and make a list of everything you need and take that list to the store, you will probably come home with everything you need; you will nail it . In fact, what I’ve found is when I create a list and I leave that list at home, I will actually go to the store and get just about everything on that list . It’s because I have taken the time to go through the pantry, look at the items, and make the list—all of which helped me to remember . That is why we have the paper .

The paper is there so that we don’t forget things when we are out on deck doing a job, and we are thorough when identifying the risks . So, paperwork is there for a reason, but is paper necessary for every job? No, there are probably some jobs where we do not need paper . There are some jobs that you can probably do without it .

This is where we have lost the ownership from our crews when they are told that they must have a written JSA for every single job . That just isn’t real . Where do we draw the line?

It doesn’t mean you don’t have the thought process every time; it just means there are some jobs that are low risk enough or not detailed enough so that they can be handled with the thought process and discussion alone . That is why we stress that job safety analysis can sometimes just be verbal . I don’t believe that if you are pulling out a JSA for making a cup of coffee or mopping a deck that you really understand the purpose and intent of the JSA .

It is important to know that when you develop a JSA with your team you are not drafting a company policy or procedure . Company policies and

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