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© Chevron 2008
Chevron Pipe Line
Radical Change to Improve Safety
IPLOCA 44th Annual Convention October 1, 2010 John Truhe
© Chevron 2008 2
Objectives
Understand CPL safety emergency and response
Share nuggets that could apply to other organizations
© Chevron 2008 3
In 2007, CPL was in a Safety Emergency
Numerous people had been hurt on the job from January to August which includes
• First Aids
• OSHA recordable injuries
• Several people were not able to immediately return to work (DAFW)
Several of the OSHA recordable injuries had the potential to be very serious
MVC’s were recorded
Several incidents could have resulted in fatalities
© Chevron 2008 4
2004 2005 2006 2007
Other CVX Business Units
CPL Rate
CVX Rate
CPL Workforce DAFW Benchmarking in Sept 2007
Incidents at rate in excess of other comparable CVX Business Units
Analysis indicated 75% of incidents were short service workers
© Chevron 2008 5
The Bottom Line
Safety is a core value for Chevron
If we can’t manage safety, we can’t manage our business
© Chevron 2008
Timeline of Events
20072007
Safety Road Show
OCT –
DEC 2007
6
CPL102005.ppt© Chevron 2005
Safety Roadmap to World Class & IFOPeer Assist Modified
• Begin consolidation of Contractors
• Increase CSM coverage
CSM
Reliability
• Require a work order for all field maintenance work
Safe Operations
• Require onsite JSA • On boarding and mentors
(Constr. Reps, Inspectors, Field Engrs.)
Incidents
• Standardize on why tree & utilize ETC training
• Sr Mgr IIR fluency and own investigation & action
CSM
• Redeploy CSM• Develop master resource
schedule and sourcing plan• Contractor Leaders in CSLT• Area Safety Committees with
contractor HES Specialists• Culture & field effectiveness
incl in contractor evaluation
Safe Operations
• Team to eval limiting LPS/IPS • Adopt peer-to-peer BBS
MSP
• Assure rigor of self-assessment particularlyregarding CSM
Reliability
•Consistent Maint planning role• Utilize CMMS to prompt proc,
JSA, MOC• Morning Operations work
coordination mtg
Stage 1 Stage 2Stage 3
Stage 4Stage 5
Leadership
• Safety Imprv Plan road show• Recognize IFO behavior• Seize non-IFO opportunity• Reinforce core values• Slow 2008 Capital program• Launch FTL network
MSP
• Task Force complete Gap Assessment and SafetyImprovement Plan (focus oncritical few)
• Adv Supplier Relationship • Modify & use A & B
rating to qualify bidders• Weigh safety in contr select• CSM scorecard acctbility
CSM
Reliability
• Enforce use of SAP PM throughout CPL
Leadership
• Re-clarify roles and responsibilities, dotted line accountabilities; esp HES TL, FTL, Ops Mgr
3rd – 4th Quarter2007
1st – 2nd Quarter2008
3rd – 4th Quarter2008
2009 2010
Leadership
• Slow pace of non-essential OE processes
• LT scheduled, collective visits• Build relationship during visits• Increase weight of safety
results in LT PMP rating
ImmediateActions Taken (August ‘07)
Formed Safety Task Force
Personal Safety Action Plan
Visible Leadership
Corporate OE Peer Assist
Safety Road ShowOCT –
DEC 2007
© Chevron 2008
Timeline of Events Project
JAN –
SEP 2Re008
7
Safety Road ShowMAY − JUN 2008
Safety Improvement ProjectTeams OrganizedJAN –
SEP 2008
LeadershipShort Service EmployeesLost Prevention System ReplacementProject SafetyThird Party Services
© Chevron 2008 8
Take Away Nuggets
Field Observation
2,000
1,500
1,000
500
June July August0
May
Observations
Observation process
2008
© Chevron 2008
Take Away Nuggets
•Job Safety Analysis
•Contractor Safety on Projects
•Short Service Employees
9
© Chevron 2008 10
Key Success Factors and What We Learned Since 2007
Visible leadership and frequent communication
Safety improvement project focused on adapting standard processes
Involving field personnel created ownership
Declaring a safety crisis raised awareness and “Created Safety Buzz”
Employee ownership in developing – Behavioral Base Safety, Job Safety Analysis, Job Safety Site Plan, Contractor Health Environmental and Safety Management, Near Misses, etc.