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• Risk is the potential for loss, calculated by combining possible or foreseeable consequences with realistic probability (or frequency) of occurrence.
• Operational risk is a portion of a business’s total risk profile, specifically the operations or process related aspects—potential losses resulting directly from the business’s operations.
• Risk is the potential for loss, calculated by combining possible or foreseeable consequences with realistic probability (or frequency) of occurrence.
• Operational risk is a portion of a business’s total risk profile, specifically the operations or process related aspects—potential losses resulting directly from the business’s operations.
An integrated management system that identifies, evaluates, and controls a manufacturing process’ operational risks in a way that catastrophic incidents are prevented that could impact:
People – the public, employees and contractors
The Environment – local community / work sites
Business – lost assets, business opportunities, loss of customers, loss of shareholders
Management Leadership and Commitment is in the center of the wheel
“Safety is a line management responsibility. If we can’t do it
safely - we won’t do it at all”
E.I. DuPont (circa 1817)
“Management must demonstrate their commitment by articulating a clear message on the importance of process safety and matching that message both with the policies they adopt and the actions they take.”
Baker Panel Report (January 2007)
Management Leadership and Commitment is in the center of the wheel
“Safety is a line management responsibility. If we can’t do it
safely - we won’t do it at all”
E.I. DuPont (circa 1817)
“Management must demonstrate their commitment by articulating a clear message on the importance of process safety and matching that message both with the policies they adopt and the actions they take.”
Flexible and adaptable to many industries Flexible and adaptable to many industries Currently in use in industries as diverse as Chemicals, Upstream and Downstream Oil & Gas, Power Generation, Food Processing, Mining (Surface and Sub-surface), Metals Processing (Alumina, Steel, Gold, Nickel, Coal) and Pipelines/Storage.
Also, is being incorporated in Major Projects processes that construct these same facilities
Currently in use in industries as diverse as Chemicals, Upstream and Downstream Oil & Gas, Power Generation, Food Processing, Mining (Surface and Sub-surface), Metals Processing (Alumina, Steel, Gold, Nickel, Coal) and Pipelines/Storage.
Also, is being incorporated in Major Projects processes that construct these same facilities
Get management commitment to Get management commitment to changechange• Understand current state and performance reasons• Gain a common perspective of what
change is necessary• Prioritize change actions• Mobilize the organization
Get management commitment to Get management commitment to changechange• Understand current state and performance reasons• Gain a common perspective of what
change is necessary• Prioritize change actions• Mobilize the organization
Examine culture and safety Examine culture and safety processes & systemsprocesses & systems• Perception • Organization & Structure• Policies & Processes• Performance analysis• How work gets done - Execution
Examine culture and safety Examine culture and safety processes & systemsprocesses & systems• Perception • Organization & Structure• Policies & Processes• Performance analysis• How work gets done - Execution
Sustain Changes
Sustain Changes
Sustain the change Sustain the change Keep it current• Audit to maintain progress• Create a learning and development curriculum
Sustain the change Sustain the change Keep it current• Audit to maintain progress• Create a learning and development curriculum
● A broad-based, data and hypothesis-driven, process-oriented assessment of the client based on 22 elements, looks at how client currently does things and what opportunities exist for us to help them improve.
How?
● Follow a rigorous method to gather information from data and safety perception surveys and form (several) initial hypotheses1 about the client, then
● Gather more detailed information in the field to prove, disprove, revise, and/or create new hypotheses, then
● Pull all that information together to identify and prioritize their issues/problems, then
● Develop recommendations to solve the “critical few” problem(s), and finally
● Present the business case to implement these changes with DuPont assistance
Outputs
● Assessment report that identifies strengths, opportunities and recommendations
● Facilitating the execution of the transition plan through continuous support from consultants who have hands-on operational experience to achieve desired state of safety culture and performance.
How?
● Coaching leadership, managers and supervision in defining expectations, monitoring performance and demonstrating desired behaviours at corporate and site Levels (e.g. one-one coaching)
● Consulting in establishing/upgrading standards/procedures tools and processes for effective PSM management in critical areas (e.g. PSM Committee structure, PSM standards development)
● Training and skill building for leaders, managers and supervisors to managing PSM as an integral part of their daily routines (e.g. accountability for process safety, communication, etc)
● Implementation Assistance to ensure that established standards/procedures and tools are implemented successfully and effectively. (e.g. troubleshooting with respect to implementing work permit systems)
Practical Application: Skills transfer is tested and coaching is provided in the field
Experiential workshops: Formal classroom sessions focused on knowledge transfer & skill development related to skills needed to drive the change program. Sessions provide the conviction and motivation for the change program.
Performance metrics to sustain change: Selecting and implementing performance metrics with a focus on leading metrics to sustain the improvement initiatives.
Expert and Experiential coaching: On-the-job coaching to build capabilities and confidence to drive the change.
Content finalization through task teams: Development of best practice Management System content.
● To facilitate sustaining the gains from transition and ensure continual improvement.
How?
● Develop a process for auditing and driving continuous improvement
● Develop a learning and development curriculum to ensure that all levels of the organization have knowledge and skills that are current and relevant to perform their roles
● Benchmark with external agencies to maintain the momentum
Outputs
● Tools to facilitate sustenance of PSM performance and culture
Successful leaders identify, evaluate and mitigate operational risks through:
• Implementing comprehensive, integrated management systems
• Fostering a positive, trusting and open culture
• Pursuing and achieving the goal of zero significant operational incidents
Successful leaders identify, evaluate and mitigate operational risks through:
• Implementing comprehensive, integrated management systems
• Fostering a positive, trusting and open culture
• Pursuing and achieving the goal of zero significant operational incidents
“It is imperative that leadership set the ‘tone at the top’ of the organization and establish appropriate expectations regarding process safety performance.”
Baker Panel Report (January 2007)
“It is imperative that leadership set the ‘tone at the top’ of the organization and establish appropriate expectations regarding process safety performance.”