Process Safety Competency rev 5

Process Safety Competency

Building Organizational Capacity for World-Class Performance

by: Gerald D. BurchPresented to First SABIC Safety Symposium

January, 2013

Presenter: Gerald Burch – from Process Improvement Institute (PII)

GERALD BURCH• BS ChE; MBA in Leadership• 30+ years overall experience; 20+ years in operations, plant engineering, and

plant management; implemented Responsible Care and PSM since 1979• Recently a trainer for HADEED on II/RCA Leadership and MAADEN on Safety

Leadership for Supervisors, Managers

Process Improvement Institute (PII)• Since 1998, has trained & coached 2000+ within SABIC on PHA, PSM & PSM

Auditing, procedure writing, human factors, incident investigation, MOC, etc. (helping to build competencies)

• Led PHAs for SAFCO, PETROKEMYA, UNITED, other affiliates• Helped develop improvements to the corporate and affiliate PSM programs in

1999-2004• World-wide: Has trained 8,000, led 12,000 PHAs, hundreds of audits, written

(mostly by coaching others) thousands of procedures, wrote many industry standards, guidelines (such as for investigation, PHA, LOPA, etc.)

Competency

The state or quality of being well qualified to perform a task

An individual gains competency through education, training (classroom and hands-on), experience, and natural abilities

ExperienceEducation

Training

NaturalAbilities

IndividualCompetency

Competency

The state or quality of being well qualified to perform a task

An individual gains competency through education, training (classroom and hands-on), experience, and natural abilities

An organization gains competency by combining the skills, information, performance measures, and the right culture necessary to achieve its mission

Performance Measures

Skills

Information

Culture

OrganizationalCompetency


Lear

n fr

om E

xper

ienc

e

Impr

ove

Perf

orm

ance

Understand H

azards

and Evaluate Risk

Management Systems to Control Risk

Commitment to Process Safety

Organizational Competencies

Required *

“ Adapted from the AIChE/CCPS Guidelines for Risk Based Process Safety, 2007


Understand Hazards and Evaluate Risk

Hazard Identification and Risk Analysis• PHA, RCM, JSA, MOC, PSSR

Process Knowledge Management• Specific process technology and plant

operations (i.e. corrosion, chemical reactivity, rotating equipment, safety instrumented systems, etc.)

Overview training,

understand basic

application

Participate and

contribute in 3-5 PHAs

PHA Leader training, lead 1-3

PHAs with coaching

Advanced training in

LOPA, lead 4-10 PHAs,

coaches others

1Awareness

2Knowledge

3Skill

4Advanced

5Expert

Maintenance Operations & Engineering Management

Maintenance Operations & Engineering

Staff

5% of Technical Staff

based on workload

requirements

1-5% of Technical Staff

1-2 per Affiliate, one in E&PM,

one in Corp PSM Group

Building CompetencyEXAMPLE: Process Hazard Analysis

Recognized expertise, develops

guidelines, site or

corporate custodian

Foundation: Training and coaching, cross-functional and cross-departmental sharing of resources and information, established corporate guidelines, audits, recognition and incentives

Example: Technical Career ProgressionProcess Technology Inventory

Matrix removed to protect copyrighted material

Example : Technical Career Progression Specific Key Technology Descriptor

Matrix removed to protect copyrighted material


Management Systems to Control Risk

Operating and Maint. Procedures Training and Performance Safe Work Practices Asset Integrity and Reliability Contractor Management Conduct of Operations Emergency Management Human Factors *“ Added by PIII to emphasize additional focus needed on controlling human error

99% of accidental losses (except for natural disasters) begin with a human error (supported by data from thousands of investigations)

Root causes of accidents are management system weaknesses(Center for Chemical Process Safety, American Institute for Chemical Engineers, “Guidelines for Investigating Chemical Process Incidents,” 2003) – OSHA agrees

Weak Management Systems Human Error Accidents

Types of Human Error

I mean to do it this way (Intentional)

I did not mean to do it this way (Unintentional)

Skip

Wrong

No double-checking to make sure

flange bolts were done properly

Forget to tighten one

bolt on a flange

Over-tighten bolts on flange (you believe it

will seal better)

Over-tighten bolts on

flange (you do not have a

torque wrench)

Human error excludes deliberate action with harmful intent (fights, sabotage)

What is Human Error?

• Any action, or lack of a required action, that exceeds the system tolerances.

How is Human Error Controlled?

1. By using good human factors (80%)

2. By managing acquired behaviors (20%, also called Habits)

Human Factors CategoriesPersonnel

Fitness for Duty Knowledge, Skills and Abilities Attention and Motivation

Resources Procedures and Reference Documentation Tools and Equipment Staffing Supervision

Work Environment Human-System Interface Task Environment

Task Coordination Communication Coordination and Task Control

What factors are weakest at most job sites in Saudi Arabia?

Because in some cases, English skills are still too low to allow workers to write (own) the procedures & many cannot understand them or the verbal communications to back up the procedures

Overview training,

understand basic

requirements

Types of procedures needed for general and

specific tasks; learn

Procedure writing

training; write 5-10

procedures with

coaching


Human Factors, risk assessment,

coaches others


guidelines, site or

corporate custodian

1Awareness

2Knowledge

3Skill

4Advanced

5Expert



Staff

25% of operators and maint. techs

5% of operators and maint techs

Top 1% of writers one in E&PM,

one in Corp PSM Group

Building CompetencyEXAMPLE: Operating and MaintenanceProcedures (work instructions)



Learn from Experience Improve Performance

Incident Investigation and RCA Measurement and Metrics Auditing Management Review and

Continuous Improvement

Overview training,

understand basics and applications

II/RCA training,

participate in 3-5

investigations

II/RCA Leader training,

lead 5-10 investigations

with coaching


II/RCA, lead 5-10 major

investigations, coaches others


guidelines, site or

corporate custodian

1Awareness

2Knowledge

3Skill

4Advanced

5Expert



Staff

25% of Maint, Operations and

Engineering Staff


Engineering Staff

Top 1% of leaders, one in E&PM, one in

Corp PSM Group

Building CompetencyEXAMPLE: Incident Investigation and Root Cause Analysis

Foundation: Training and coaching, cross-functional and cross-departmental sharing of resources and information, established corporate guidelines, structured audits, incentives


Commitment toProcess Safety

Process Safety Culture Compliance with Standards Process Safety Competency Workforce Involvement Stakeholder Outreach

Overview training, process

safety and site specific safe work

Process safety

leadership training

Training & experience leadership, performance management and change

management

Advanced training &

experience, mentor and

coach others


guidelines, site or

corporate custodian

1Awareness

2Knowledge

3Skill

4Advanced

5Expert




Engineering Management


Engineering Management

Top 1% of managers and

supervisors

Building CompetencyEXAMPLE: Process Safety Leadership


Process Safety CompetencyEXAMPLE: Management/Leadership Actions

When a manager/director/president sends staff to training or supports on site training – what should he do?• Know the need – don’t just meet a quota• Select only the BEST instructors/coaches (why save

pennies to lose dollars)• Select the right delegates (not just who is available)• YOU Kick-off of the training to convey YOUR

expectations and to show visible leadership support• Check in on the progress of the training, be curious• After the training, hold each delegate accountable for

putting into practice what they have learned (don’t give certificates until implementation is demonstrated)

CLOSING

Building Process Safety Competency requires:

Adequate and competent resources Training and development opportunities for all staff Evaluation, measurement, and performance management to

ensure compliance with established best practices A supportive safety culture which values coaching,

collaboration, learning, and open sharing of information External engagement with industry and thought leaders

- and -

Consistent, long-term commitment of senior management to build and sustain the necessary organizational competencies

Thank you for your time and attention.

Any questions?

Gerald D. BurchSenior Consultant

[email protected]

mailto:[email protected]

http://www.piii.com/

Business

Process Safety Competency rev 5