Process Safety Management and Human Factors

Process Safety Management and Human Factors

A Practitioner’s Experiential Approach

1st Edition - November 13, 2020
  • Editor: Waddah Ghanem
  • Paperback ISBN: 9780128181096
  • eBook ISBN: 9780128181102

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Description

Process Safety Management and Human Factors: A Practitioner's Experiential Approach addresses human factors in process safety management (PSM) from a reflective learning approach. The book is written by engineers and technical specialists who spent the last 15-20 years of their professional career looking at behavioral-based safety, human factor research, and safety culture development in organizations. It is a fundamental resource for operational, technical and safety managers in high-risk industries who need to focus on personal and occupational safety management to prevent safety accidents. Real-life examples illustrate how a good, effective understanding of human factors supports PSM and positive impacts on accident occurrence.

Key Features

  • Covers the evolution and background of process safety management
  • Shows how to integrate and augment process safety management with operational excellence and health, safety and environment management systems
  • Focuses on human factors in process safety management
  • Includes many real-life case studies from the collective experience of the book's authors

Readership

Plant and Operational Managers; Senior PSM experts; HSE and Safety Engineers; HSE Managers; Industrial/Occupational Ergonomists/Hygienists; Industrial/Occupational Physiologists working in the field of Safety and Organisational Safety Culture Development; Technical, Asset Integrity and Process Optimization Specialists and Managers. Human Factors Practitioners

Table of Contents

  • 1. Introduction to process safety management in a practical context
    1.1 Prelude
    1.2 Introduction
    1.3 The rise of process safety management
    1.4 Process safety management and human factors
    References

    2. Introduction to human factors and the human element
    2.1 Introduction
    2.2 Terminology and scope
    2.3 Why and how human factors are important
    2.4 Managing human failures
    2.5 Safety critical tasks
    2.6 Human factors in design
    2.7 Conclusions
    References

    3. Leadership and process safety management
    3.1 Introduction
    3.2 Process safety elements: leadership
    3.3 Understanding the leadership challenges
    3.4 Process safety leadership: a model
    3.5 Monitoring and managing process safety management performance
    3.6 Way forward and chapter concluding remarks
    Further reading

    4. The awareness of risk, complacency, and the normalization of deviance
    4.1 Introduction
    4.2 Toward understanding deviation
    4.3 What does complacency mean for process safety?
    4.4 Complacency and the normalization of deviance
    4.5 The elements of Situational Complacency
    4.6 David’s story
    4.7 Conclusions
    4.8 Final thoughts
    References

    5. Competence assurance and organizational learning
    5.1 Introduction
    5.2 Assuring human performance
    5.3 Competence and human performance
    5.4 Wider organizational learning
    5.5 Concluding remarks
    References

    6. Integration of human factors in hazard identification and risk assessment
    6.1 Introduction
    6.2 Human factors engineering in design and operational phases
    6.3 Task design
    6.4 Procedures
    6.5 Human resources
    6.6 Physical exposures
    6.7 Fitness for duty
    6.8 Incident investigation
    6.9 Safety culture
    6.10 Conclusions
    Further Reading

    7. Inherent safety impact in complying process safety regulations and reducing human error
    7.1 Introduction
    7.2 The causes of accidents in chemical process industries
    7.3 Inherently safer design in process safety management
    7.4 Reduction of human error through inherent safety
    7.5 Case study
    7.6 Conclusion
    References

    8. Asset and mechanical integrity management
    8.1 Preamble
    8.2 Process safety model
    8.3 People_process_technology alignment to achieve process safety excellence
    8.4 Asset integrity management
    8.5 Industry case studies
    8.6 Human factors
    8.7 Way forward and chapter concluding remarks
    References

    9. Management of change
    9.1 Introduction
    9.2 The cases for change
    9.3 Scope of a management of change
    9.4 Change versus "replacement-in-kind"
    9.5 Management of change review process
    9.6 Management of change closure
    9.7 Management of organizational change
    9.8 "Minor" change
    9.9 Concluding thoughts: modern trends in risk tolerance
    References

    10. Management of risk through safe work practices
    10.1 Introduction
    10.2 Human factors in risk management
    10.3 Behavioral safety
    10.4 Human performance gaps
    10.5 Risk management through safe work practices: safe system of work, operating procedures, and safe work practices
    10.6 Overview: establishing an effective safe system of work
    10.7 Developing an internal document management system and document
    framework
    10.8 Safety programs
    10.9 Summary
    References

    11. Process safety information, hazard control, and communication
    11.1 Introduction
    11.2 Process safety information element
    11.3 Implementation framework for process safety information
    11.4 Human errors applicable to process safety information
    11.5 Concluding remarks
    Acknowledgment
    References

    12. Prestart-up and shutdown safety reviews
    12.1 Introduction
    12.2 Why is a prestart-up safety review required?
    12.3 Prestart-up safety review considerations
    12.4 Key roles and responsibilities in prestart-up safety reviews
    12.5 Prestart-up safety review team
    12.6 Prestart-up safety review team composition
    12.7 Prestart-up safety review team leader
    12.8 Process safety management assessments
    12.9 Implementing a prestart-up safety review
    12.10 Generating and approval of the prestart-up safety review plan
    12.11 Executing the prestart-up safety review
    12.12 Field and physical inspections
    12.13 Approval of the prestart-up safety review report and corrective actions
    12.14 Corrective action management
    12.15 Prestart-up safety review completion and closure
    12.16 Conclusion
    Appendix 1
    Reference

    13. Contractor management
    13.1 Introduction
    13.2 Overview of contract life cycle
    13.3 Reasons for contracting work
    13.4 Developing the scope of work
    13.5 Internal/external prequalification
    13.6 Site visit verification
    13.7 References checks
    13.8 Selection of contractors: criteria and weighting and contractor selection criteria
    13.9 Stakeholder weighting assignments
    13.10 Health, safety, and environment evaluation
    13.11 Veto rights
    13.12 Commercial assessment
    13.13 Risk ranking of contractors
    13.14 Contract execution
    13.15 Contract/project kick-off
    13.16 Contractor premobilization
    13.17 HSE Alignment Workshops
    13.18 Site-specific training implemented
    13.19 Contractor mobilized
    13.20 Contractor performance management
    13.21 HSE audit: 30 days’ postmobilization
    13.22 Leadership visibility
    13.23 Listening moments
    13.24 Contractor audits
    13.25 Corrective action management
    13.26 Contractor relationship management
    13.27 Contract closeout
    References

    14. Emergency response management and control
    14.1 Introduction
    14.2 Why have emergency response plan
    14.3 Scope of the Incident Management System or emergency response plan
    14.4 Integrated "all-hazards" approach
    14.5 Organizational principles of all-hazards approach
    14.6 Emergency response priorities
    14.7 Emergency management principles
    14.8 Objectives-driven response
    14.9 Incident action plans
    14.10 Common and consistent terminology
    14.11 Manageable span of control
    14.12 Organizational response structure
    14.13 Scalable response
    14.14 Response triggers
    14.15 Managing incident response through the utilization of the planning cycle
    14.16 Business continuity
    14.17 Plan linkage
    14.18 Application of the Incident Management System in varying response frameworks
    14.19 Single command
    14.20 Coordinated command
    14.21 Coordinated command structure
    14.22 Expectations and assumptions for the effective operation of the ERP or IMS
    14.23 Human factors in emergency response planning
    14.24 Concluding remarks
    Further reading

    15. Human performance within process safety management compliance assurance
    15.1 Introduction
    15.2 Sociotechnical systems and human failure
    15.3 Gaps within process safety management assurance
    15.4 How to assure human performance
    15.5 Concluding remarks
    References

    16. Regulating PSM and the impact of effectiveness
    16.1 Introduction
    16.2 Purpose of regulations
    16.3 Prescriptive and performance-based regulations
    16.4 Impact of effectiveness of PSM regulations
    16.5 Challenges of having too many regulators
    16.6 Chapter concluding remarks
    References

    17. Readying the organization for change: communication and alignment
    17.1 Introduction
    17.2 Key elements of organizational readiness and alignment
    17.3 Creating a shared PSM vision
    17.4 Sharing the vision
    17.5 Aligning the organization—organizational change management
    17.6 Conducting the stakeholder impact assessment
    17.7 Managing organizational change
    17.8 Communication methodologies
    17.9 Seven best practices in organizational change management
    17.10 Summary
    References

    18. Do we really learn from loss incidents?
    18.1 Introduction
    18.2 Barriers to learning
    18.3 How to learn more effectively from external incidents
    18.4 How to make effective recommendations
    18.5 Concluding remarks: lessons from history
    Acknowledgement
    References
    Further readings

    19. Gauging the effectiveness of implementation and measuring the performance of PSM activities
    19.1 Introduction
    19.2 PSM assurance
    19.3 Design of PSM
    19.4 Supervision of PSM
    19.5 Verification of PSM
    19.6 Metrics for PSM
    19.7 Audits of PSM
    19.8 Verification workshops
    19.9 Validation
    19.10 Management review meetings
    19.11 Operational intelligence
    19.12 Closing thoughts
    References

    20. Human errors, organization culture, and leadership
    20.1 Introduction
    20.2 Human error and organizational culture
    20.3 The human paradoxes leading to incidents
    20.4 Closing thoughts
    Epilogue

    Appendix 1: Sample PSSR checklist and report
    Appendix 2: Reference list and international standards and codes

Product details

  • No. of pages: 346
  • Language: English
  • Copyright: © Butterworth-Heinemann 2020
  • Published: November 13, 2020
  • Imprint: Butterworth-Heinemann
  • Paperback ISBN: 9780128181096
  • eBook ISBN: 9780128181102

About the Editor

Waddah Ghanem

Dr. Waddah S. Ghanem Al Hashmi graduated from the University of Wales College Cardiff, School of Engineering, with a Bachelor of Engineering (Honours) in Environmental Engineering. Waddah is considered one of the global authorities on governance and leadership in EHS. He is currently the Senior Director for Sustainability, Operational and Business Excellence for the ENOC Group. He was appointed in 2015 as Executive Director, EHSSQ & Corporate Affairs, and in June of 2018, he was given the role of Senior Director for Sustainability, Operational and Business Excellence. He also chairs various committees in ENOC including the Governance and Oversight for the SAP Digital Transformation, Operational Excellence Framework Committee, and the Asset Integrity Committee. Waddah has received several awards in his career, most notably, the Rashid Prize for Scholarship Excellence in 2007 (Dubai), and the IEMA Sustainability Leader of the Year (UK) in 2019. His publications include various research, practitioner journals, and conference papers, as well as seven internationally published books. Waddah is also a Fellow of IEMA, EI, an Associate Fellow of IChemE, and a member of the IoD, UK. He was born and is based in Dubai, United Arab Emirates.Dr. Waddah S. Ghanem Al Hashmi graduated from the University of Wales College Cardiff, School of Engineering, with a Bachelor of Engineering (Honours) in Environmental Engineering. Waddah is considered one of the global authorities on governance and leadership in EHS. He is currently the Senior Director for Sustainability, Operational and Business Excellence for the ENOC Group. He was appointed in 2015 as Executive Director, EHSSQ & Corporate Affairs, and in June of 2018, he was given the role of Senior Director for Sustainability, Operational and Business Excellence. He also chairs various committees in ENOC including the Governance and Oversight for the SAP Digital Transformation, Operational Excellence Framework Committee, and the Asset Integrity Committee. Waddah has received several awards in his career, most notably, the Rashid Prize for Scholarship Excellence in 2007 (Dubai), and the IEMA Sustainability Leader of the Year (UK) in 2019. His publications include various research, practitioner journals, and conference papers, as well as seven internationally published books. Waddah is also a Fellow of IEMA, EI, an Associate Fellow of IChemE, and a member of the IoD, UK. He was born and is based in Dubai, United Arab Emirates.

Affiliations and Expertise

Senior Director – Sustainability, Operational and Business Excellence – Emirates National Oil Company (ENOC) LLC Ltd Hon. Chairman, Energy Institute - Middle East