Guidelines for Integrating Management Systems and Metrics to Improve Process Safety Performance

Since 1985, the Center for Chemical Process Safety (CCPS) has been the global leader in developing and disseminating information on process safety management and technology. CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 100 books in its process safety guidelines and process safety concepts series, and over 100 training modules through its Safety in Chemical Engineering Education (SACHE) series.

• List of Figures xi List of Tables xvAcronyms and Abbreviations xviiGlossary xixAcknowledgments  xxvPreface xxvii1 INTRODUCTION 11.1 The Need for Integration 11.2 The Purpose of this Guideline 41.3 The Scope of this Guideline 41.4 The Approach used in this Guideline 41.5 How Established Models can be used in Integrated Systems 81.6 Exclusions to the Scope 91.7 Key Audience for this Guideline 91.8 Some Recent Advances in Process Safety Metrics 102 SECURE LEADERSHIP SUPPORT ACROSS GROUPS 112.1 The Need for Securing Support 112.2 Securing Support to Optimize Resource Allocation 142.3 Developing a Preliminary Plan 162.4 The Importance of a Safety Culture 232.5 Identifying Stakeholders 242.6 Sharing Resources across Groups 272.7 The Case for a SHEQ&S program 272.8 Surveying for Competency Gaps 283 EVALUATE HAZARDS AND RISKS ACROSS GROUPS 313.1 The Need for Evaluating Hazards and Risks 313.2 Identifying and Prioritizing Key Processes and Risks 323.3 Selecting Potential Metrics 333.4 Focusing on Process Safety Performance 353.5 Re-evaluating Metrics for Continuous Improvement 353.6 Examples of Performance Effects across SHEQ&S Groups 384 IDENTIFY COMMON METRICS ACROSS GROUPS 414.1 The Need for Identifying Common Metrics 414.2 Define the System Integration Process 434.3 Identify the Program Requirements 434.4 Develop the Program 434.5 Identify Overlapping Metrics 464.6 Prioritize the Program Installation 664.7 Document the Program Baseline 724.8 Continuous Improvements 734.9 Some Management System Assessment Tools 734.10 Other Metrics Worth Considering 825 IMPLEMENT THE SHEQ&S PROGRAM 835.1 The Need for Proper Implementation 865.2 How to Apply the Plan, Do, Check, Act (PDCA) Approach 865.3 Piloting the SHEQ&S program 955.4 Communication 1036 MONITOR THE SHEQ&S PROGRAM PERFORMANCE 1056.1 The Need for Reviewing and Assessing Program Performance 1066.2 How to Reinforce the Integrated Framework 1086.3 How to Use Management Reviews to Respond to Gaps 1086.4 How to Engage Leadership 1096.5 The Roadmap and Process Improvement Plan 1106.6 Auditing and Verifying the Program 1106.7 Tracking Corrective Actions 1116.8 Statistical Methods and Tools 1126.9 Capturing Early Success 1146.10 Improving Performance in All SHEQ&S Management Systems 1156.11 How and When to Communicate the Information 1156.12 Obtaining Stakeholder Feedback 1186.13 Metric Communication Examples 1197 IMPLEMENT CHANGES TO THE SHEQ&S PROGRAM 1217.1 The Need for Continuous Improvement 1227.2 Ensuring Management Responsibility 1227.3 Addressing Non-Conformities 1227.4 Using Statistical Methods 1268 EXAMPLES FROM INDUSTRY 1278.1 Case Studies 1298.2 Examples of the SHEQ&S program 129APPENDIX A: REFERENCE LISTS FOR GLOBAL PROCESS SAFETY LEGISLATION AND SHEQ&S ORGANIZATIONS 131APPENDIX B: RECENT ADVANCES IN PROCESS SAFETY METRICS 139APPENDIX C: POTENTIAL ANSWERS DESCRIBING THE NEED FOR SECURING SUPPORT 145APPENDIX D: DETAILED CASE STUDY FOR DESIGNING AND IMPLEMENTING A SHEQ&S PROGRAM 147APPENDIX E: EQUIPMENT INTEGRITY IN THE EQUIPMENT LIFE CYCLE 158APPENDIX F: THE SHEQ&S MANAGEMENT SYSTEM MAPPING SURVEY 160APPENDIX G: THE PROCESS SAFETY PERSONNEL COMPETENCY SURVEY 167REFERENCES 179INDEX 185