Building a Sustainable Process Safety Culture

Transcription

1 Building a Sustainable Process Safety Culture Nat Weiner Avery Dennison Corporation April 5, Classification: Avery Dennison Public

2 Overview : How do you take a written OSHA standard and build a sustainable process safety culture? What works and what doesn't work? This presentation will discuss specific examples of strategies and best practices used to engage the workforce in multiple aspects of Process Safety Management. Focus areas of the presentation will include Mechanical Integrity, Process Safety Information, Process Hazard Analysis, and Standard Operating Procedures. 2 Classification: Avery Dennison Public

3 Winning the Employee s Hearts and Minds The Leadership Challenge: Engage employees in the value of PSM even if they have never personally experienced a process safety event 3 Classification: Avery Dennison Public

4 Developing a Robust Management System...It all starts with a strong, clear written program. Primary Person/Role Responsible for Every Element. Expectations and Accountability for All Employees Regular Schedule of Self Audits of Every PSM Element But.What if you are starting from scratch or your PSM culture is not as strong as you would like? 4 Classification: Avery Dennison Public

5 Building the PSM House Audits Trade Secrets Hot Work Contractors Incident Investigation Emergency Planning and Response Training Management of Change Pre Start Up Safety Review Employee Participation Mechanical Integrity Process Safety Information Process Hazard Analysis Standard Operating Procedures 5 Classification: Avery Dennison Public

6 Top Level Management Engagement Employee s observe leader behavior: What is important to my leader is important to me! So what works when it comes to visible leadership engagement? PSM Council: Regular cadence Always a priority All members an equal seat at the table Site Leader Focus: Robust Communication Plan Recurring Training 1 on 1 Dialogues with Employees 6 Classification: Avery Dennison Public

7 Building the Culture of Commitment Strong Written Program Visible Top Level Leadership Engagement Commitment 7 Classification: Avery Dennison Public

8 Building the Culture of Commitment Process Safety Information Some Key Aspects: Piping and Instrument Diagrams Safe Operating Limits and Consequence of Deviation Chemical Hazards Design Codes and Standards Safety Systems and Interlocks What can derail building the culture of commitment?: Employees: Lack of accurate information on chemical hazards Do I truly understand the materials I am working with? Technical: I can t trust that documentation I know it is different in the field Leadership: Lack of process understanding and willingness to enforce adherence to safe operating limits 8 Classification: Avery Dennison Public

9 Building the Culture of Commitment Standard Operating Procedures Some Key Aspects: Procedures used by the employees to execute high risk tasks Leadership must validate the procedures are accurate on an ongoing basis What can derail building the culture of commitment?: Employees: Different teams each have a better way of completing a task from experience Employees: Not empowered to redline incorrect documents Technical: Not fixing errors in procedures after employees bring concerns forward. Leadership: Allowing procedures to be so complex that employees can not understand them or follow them properly. Leadership: Not holding people accountable for bypassing procedures. 9 Classification: Avery Dennison Public

10 Building the Culture of Commitment Mechanical Integrity Some Key Aspects: Maintenance of equipment follows a regular, consistent schedule. Recognized and Generally Accepted Good Engineering Practices (RAGAGEP) must be followed. What can derail building the culture of commitment?: Employees: Not seeing the process equipment inspected and maintained properly. Technical: Not regularly confirming inspection requirements are based on current RAGAGEP Leadership: Putting production schedules ahead of preventative or corrective maintenance. 10 Classification: Avery Dennison Public

11 Building the Culture of Commitment Process Hazard Analysis Some Key Aspects: All PSM covered processes must be reviewed on a regular cadence Revalidations must include any incidents or changes since the previous review Employees who operate and maintain the process must be involved in PHAs Technical experts must be involved in the PHAs What can derail building the culture of commitment? Employees: Not seeing action taken on PHA findings Technical: Not finding and executing on solutions to PHA action items in a timely manner Leadership: Not funding PHA items and not regularly communicating updates to the broader organization 11 Classification: Avery Dennison Public

12 Key Elements in a Sustainable Culture 1. A Strong Clear Written Program 2. Top Level Leadership Engagement 3. Building Employee Commitment Through Action 4. Remember a Sustainable PSM Culture is a Journey 12 Classification: Avery Dennison Public

13 13 Classification: Avery Dennison Public Questions?

14 14 Classification: Avery Dennison Public 2017 Avery Dennison Corporation. All rights reserved.