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Process Safety > 4.0 Leadership of PSMS > Flashcards

4.0 Leadership of PSMS Flashcards

1
Q

What is the primary process safety desired outcome?

A

Excellent execution of the PSMS to drive the number of PS incidents to zero

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2
Q

What are the 6 dimensions to deliver PSMS success?

A

(1) Identify your PS hazards & assess their risk;
(2) Implement barriers to meet your risk criteria
(3) Manage those barriers
(4) Demonstrate PS Competency throughout the organisation
(5) Build & strengthen culture
(6) Verify performance & continuously improve

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3
Q

Define the terms:

(a) hazard
(b) barrier
(c) risk
(d) ALARP
(e) HIRA
(f) ITPM

A
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4
Q

Who defines the corporate risk criteria?

A

In the UKCS by goal seeking regulation & individual operator

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5
Q

How are day to day operational PS risks addressed?

A

By the procedural application of a risk matrix followed by a HIRA

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6
Q

How is a the risk matrix constructed?

A
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7
Q

What are the steps of a HIRA?

A

Identify the hazards of an operation including the deviations that could escalate to incidents then propose barriers that prevent escalation, reduce the likelihood or severity of an incident

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8
Q

What is PHA?

A

Process Hazard Analysis Process hazard analysis (PHA) is a rigorous and systematic approach to determining, assessing, and managing the risks associated with hazardous chemical processes

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9
Q

How are hazards & risks identified?

A

Every plant operation must be analysed to understand the hazards of teh operation, potential deviations that could escalate to incidents & the barriers that prevent the escalation or reduce the severity.

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10
Q

What responsibilities does the leader of a PHA have?

A

Ensure suitable breadth, sufficient time ensure consistency & rigor & reviewing and closing out findings

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11
Q

What are the challenges of considering administrative controls as barriers?

A

Treating administrative controls (such as procedures, policies, supervision & training) as barriers needs care as the work environment may not allow operators to respond in a timely fashion correctly

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12
Q

What is an IPL?

A

An Independent Protection Layer (IPL) provides are independent barriers - a single failure should not disable multiple barriers. It is critical to ensure that IPLs are truly independent. For each IPL, an ITPM schedule must be defined, managed & audited

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13
Q

What are the 8 critical barriers (IPLs) for managing an operating facility?

A

The 8 critical barriers are (i) conduct of operations (ii) operating discipline (ii) standards (iv) asset integrity (v) operating procedures (vi) safe work practices (vii) MOC & (viii) emergency management

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14
Q

What is Conduct of Operations [COO]

A

COO is leading & managing the PSMS with a strong sense of vulnerability:

(a) Follow processes & procedures
(b) Ensure efficacy of all barriers
(c) Guard against normalisation of deviance

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15
Q

What is Operational Discipline [OD]

A

The performance of all tasks correctly every time

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16
Q

Why are both COO & OD required?

A

Personnel are influenced by organisational processes & values and are fallible. COO & OD reduce the potential for error

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17
Q

What are the differing requirements for COO/OD for Leaders & individual contributors?

A

Leaders are expected to operate in the top right quadrant of the attached figure whilst individual contributors operate in the lower right quadrant.

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18
Q

What are the Conduct of Operations (COO) & Operational Disciple (OD) responsibilities of Asset Managers?

A

For example, they should review the risk process regularly and identify any gaps. Seek evidence from direct reports that:

(a) they are executing the PSMS correctly
(b) risks are under control
(c0 are properly managed

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19
Q

How should Asset Managers confirm that their COO & OD responsibilities are being met?

A

By regularly conducting risk reviews & closing gaps; seek evidence from direct reports that teh PSMS is being executed with rigor & teh risks under there control are being managed

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20
Q

What indicators are there of good COO/OD?

A

Aspects such as accurate operating procedures, work permits & effective shift turnovers - refer attached graphic & refer Table 4.4 in PS BR2FL

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21
Q

What are the main benefits Standards provide?

A

Retaining lessons learnt & consistency

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22
Q

Typically, which standards are Asset Managers responsible for?

A

Risk Criteria & the PSMS

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23
Q

What is grandfathering?

A

Older equipment built to outdated standards may be considered still to be in compliance even though they do not meet current requirements. Remember compliance itself is not sufficient.

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24
Q

What is Asset Integrity?

A

Addresses all equipment used in hazardous processes, design activities & the design of the process and layout for maintainability

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25
Q

What is an Asset Managers responsibility with regards to Asset integrity?

A

That the Asset Integrity program operates effectively & monitors the metrics., both for accuracy & effectiveness.Looks for equipment failure trends & backlog in ITPM

26
Q

What is an Asset Managers responsibility with regards to Operating Procedures & Safe Work Practices?

A

Although an AM may be far removed, they are responsible for establishing & enforcing cardinal rules - whilst most of the SWPs are HES related, people notice not holding handrails!

27
Q

What characteristics are required of operating procedures?

A

They describe the process, the hazards & specify teh barriers. Also, safe operating limits are given & teh consequence of deviations.

28
Q

What characteristics are required of safe working practices?

A

SWP describe teh actions to take, hazards, PPE & other protective measures such as lock out /tag out. Special SWP exist for CSE & hot work for example

29
Q

What are the warning signs of procedual issues?

A

Examples include memorised procedures, work begins before permit is issued & backloads of permits - see attached list

30
Q

What is MOC?

A

A process that helps to ensure that changes to equipment, processes & materials do not introduce new hazards & that corporate risk criteria are still met.

31
Q

When is a MOC/MOOC process required?

A

MOC is required for all significant changes except for replacements in kind (RIK) with careful consideration; organisational change also requires consideration & may be addressed under competency.

32
Q

Why is great care required when operating windows are changed for multiple process variables?

A

They may interact reducing other operating windows (e.g. Temp, Pressure, Level) - these may be considered as creeping change

33
Q

What is an Asset Managers responsibility with regards to ER?

A

They are responsible to ensure that adequate emergency preparedness & management is available across the asset

34
Q

What type of control for ER is in the Barrier Model ?

A

Mitigative (with 11 components)

35
Q

Why is ER readily endangered by normalisation of deviance?

A

As PS incidents are so infrequent, it can be easy to forget to plan, evaluate ER procedures & conduct drills.

36
Q

When are competency gaps most likely to appear?

A

Onboarding new employees, organisational changes, outsourcing and major changes.

37
Q

What is the process for conducting a complex MOOC?

A

This often requires a a redesign of competency profiles - refer attached.

38
Q

What level of training should be given for operational PS roles ?

A

Equivalent o learning to drive.

39
Q

How do you ensure that leaders have suitable experience of PSE?

A

By a combination of case studies using video & classroom as well as demonstrations to embed a sense of vulnerability.

40
Q

What are the risks of not keeping process safety information current?

A

PSI serves as the basis for other PSMS elements (such as HIRA & MOC) - failing to keep PSI current could result in errors in consequence analysis or MOC errors.

41
Q

What is an Asset Managers responsibility with regards to PS knowledge?

A

They need to ensure that there is a robust system for storing process safety information & it is current.

42
Q

What criteria should contractors PS risks be managed to?

A

Given that contractors PS risk is at least teh same is employees, then the contractors risk should be managed to the same standard as employees.

43
Q

How does the organisation validate contractor competency?

A

It should not assume competency through qualification/course attendance

44
Q

What is the function of PSMS audits?

A

To assure they are functioning as expected & complying with regulations & company standards.

45
Q

What does a finding that repeats from a previous PS audit indicate?

A

A PS cultural weakness

46
Q

What are PS KPIs

A

They are tools to monitor conditions & drive improvement

47
Q

Why should you be wary of consistently good metrics?

A

They could be warning sign of trouble (refer attachment) or that the wrong part of the PSMS is being focused upon.

48
Q

How do PS incidents drive improvement?

A

A PS near-miss or LoC confirms that gaps are present in the PSMS & reinforces a sense of vulnerability

49
Q

If a PS incident occurs, what should the incident investigation team identify for the Asset Manager?

A

The barriers that failed, the PSMS elements that failed & recommend actions to ensure the PSMS is corrected

50
Q

Why should an incident investigation never end with a worker error as the root cause?

A

People make errors & if this is occurring more than usual it may be due to:

  • gaps in knowledge or ability
  • abnormal fatigue or stress
  • excessive distraction

Refer to attached for typical improvements

51
Q

What is the intent of Management Review?

A

The review is to evaluate:

i) Effectiveness of PSMS implementation
ii) Progress towards corporate goals
iii) Roadblocks
iv) Lessons learnt from incidents
v) Performance compared to corporate risk criteria

52
Q

What is the keys step in a PS Management review

A

Firstly, review with the asset team progress with on PS objectives, goals and plans., then define actions to improve .

53
Q

What topics should be addressed in a PS Management Review?

A
54
Q

Hoe often should formal PS Management Reviews led by the asset Manager occur?

A

Annually

55
Q

What 5 questions should be answered by the review team?

A
56
Q

What could initiate a PS Management Review?

A

A major incident; PSMS KPIs anomalies; a significant change in PS risk; Industry learnings

57
Q

What is culture & who establishes it?

A

The culture of the organisation shows in how the workforce behaves when it is not being monitored & is established by Senior Leaders

58
Q

What are the core principles of PS Culture?

A

Refer attached & CCPS, Essential Practices for developing, Strengthening & Implementing Process Safety Culture, AiChemE, NY, 2018

59
Q

What are the 4 bases of PS culture that Asset Managers set?

A

The expectations they set, the way they drive COO and follow OD personally, their passion for process safety, the way they monitor & reward PS performance

60
Q

What is stakeholder outreach?

A

Generally, the community near the facility which may be extended to suppliers, customers & technical associations

61
Q

Summary

A

Process Safety (6 decks)

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