COMPETENCE OF PHA TEAMS

Transcription

1 COMPETENCE OF PHA TEAMS by Paul Baybutt Presented at te American Institute of Cemical Engineers 10t Global Congress on Process Safety New Orleans, Louisiana Marc 30 - April 2,

2 OVERVIEW 2 Meaning Importance Regulatory requirements Competence management program Selection of participants Assessment of competence Performance metrics Certification

3 MEANING OF COMPETENCE Te ability of people to perform tasks according to expectations Individually and as a group Ref. Competence Management, Capter 29, Human Factors Metods for Improving Performance in te Process Industries, AICE / CCPS, New York,

4 ELEMENTS OF INDIVIDUAL COMPETENCE Fitness for duty Understanding Experience Training Qualifications Skills Beavior Knowledge Competence Pysical and mental capabilities Attitudes + Performance Standards = Acceptable Performance

5 GROUP COMPETENCE PHA team must function competently as a group Team cemistry matters Function of te personal attributes of team members» Personalities, backgrounds, beaviors and attitudes 5 Incompatibilities can result in dysfunctional teams

6 IMPORTANCE OF COMPETENCE FOR PHA PARTICIPANTS PHA is te cornerstone of process safety Poor quality means iger risk tan is tolerable Quality depends on te individual and group competence of participants 6

7 7 REGULATORY REQUIREMENTS OSHA PSM PHA requirements Expertise in engineering and process operations At least one employee wo as experience and knowledge specific to te process being evaluated One team member knowledgeable in te specific PHA metod being used Tese are minimal requirements More detailed requirements are desirable

8 COMPETENCE MANAGEMENT Responsibilities Requirements Team composition Selection criteria for teams and team members Development of competencies Assessment of competence 8 PROGRAM Documentation of competence Maintaining competence Reassessing competence Monitoring competence Defining and using performance metrics Certification of practitioners Continuous improvement

9 COMPETENCE MANAGEMENT Responsibilities Requirements Team composition Selection criteria for teams and team members Development of competencies Assessment of competence 9 PROGRAM Documentation of competence Maintaining competence Reassessing competence Monitoring competence Defining and using performance metrics Certification of practitioners Continuous improvement

10 SELECTION OF PHA PARTICIPANTS Utilize selection criteria for: Teams Individual team members Different types of team members require different types of competencies 10

11 11 SELECTION OF PHA PARTICIPANTS (CONTD.) For eac type of participant, base selection on appropriate: Tecnical qualifications Personal caracteristics Divide into critical and recommended Ideal participants are unlikely to be found in te real world Various positive and negative attributes influence te effectiveness of participants

12 EXAMPLES OF CRITICAL TECHNICAL ATTRIBUTES - LEADER 12 Tecnical education Formal training in PHA and leadersip / facilitation skills Knowledge of and expertise in te PHA metod to be used Knowledge of regulatory, industry and company requirements for PHA Project management skills Motivational / people skills Communications skills

13 EXAMPLES OF CRITICAL PERSONAL ATTRIBUTES - LEADER 13 Impartial in te evaluation Organized Seeks consensus Hig stamina Able to focus on multiple items simultaneously Respected by te team Friendly and cooperative Strong personality to control te team and drive te study but not overbearing

14 PRACTICAL CONSIDERATIONS IN SELECTING PHA PARTICIPANTS Often te pool of team members is limited Prevents te selection of an ideal team Compromises likely will be needed Availability of people also must be taken into account 14

15 PRACTICAL CONSIDERATIONS IN SELECTING PHA PARTICIPANTS (CONTD.) May be only one coice of person for a particular role on te team, e.g. process engineer Team leader needs to be ready to deal wit any issues tat may arise» To te extent tat te person does not meet selection criteria 15 Usually in teir personal attributes

16 COMPETENCE MANAGEMENT Responsibilities Requirements Team composition Selection criteria for teams and team members Development of competencies Assessment of competence 16 PROGRAM Documentation of competence Maintaining competence Reassessing competence Monitoring competence Defining and using performance metrics Certification of practitioners Continuous improvement

17 ASSESSMENT OF COMPETENCE (CONTD.) Tecnical competencies and some personal competencies can be assessed by: Verbal or written tests Demonstrations Observation of task performance Oter personal competencies can be more difficult to assess 17 Suc as te ability to read people

18 ASSESSMENT OF COMPETENCE (CONTD.) Aptitude tests and psycometric personality tests are used in some fields Desirable for prospective team leaders May discourage participation in PHA studies by prospective tecnical team members Reliance may need to be placed on prior knowledge of teir personal competencies 18

19 COMPETENCE MANAGEMENT PROGRAM Responsibilities Requirements Team composition Selection criteria for teams and team members Development of competencies Assessment of competence 19 Documentation of competence Maintaining competence Reassessing competence Monitoring competence Defining and using performance metrics Certification of practitioners Continuous improvement

20 PHA PERFORMANCE METRICS Competence of PHA participants elps to ensure quality PHA studies Identify azard scenarios as completely as possible No way of knowing if all credible scenarios ave been identified in a study 20

21 PHA PERFORMANCE METRICS (CONTD.) Unidentified incident rate is not a good measure of te quality of a PHA study Catastropic incidents occur infrequently» Not often enoug to provide sufficient data to validate effective performance Details of real-world incidents often are far more complex tan can be identified by PHA 21 Higly unlikely tat any PHA will identify all possible scenarios owing to te difficulty of doing so

22 22 POSSIBLE PHA PERFORMANCE METRICS Average amount of time taken to identify a azard scenario Ratio of te number of azard scenarios identified to te size and complexity of te process Number and type of departures from PHA guidelines governing te study Number and type of findings from periodic audits and audits of team performance

23 COMPETENCE MANAGEMENT Responsibilities Requirements Team composition Selection criteria for teams and team members Development of competencies Assessment of competence 23 PROGRAM Documentation of competence Maintaining competence Reassessing competence Monitoring competence Defining and using performance metrics Certification of practitioners Continuous improvement

24 ASSUMPTIONS OF COMPETENCE Often inappropriate assumptions of competence are made For example, team leaders are considered qualified if tey ave: Read a book on PHA Been a member of a study Been a scribe for a study 24 Attended a sort course

25 CERTIFICATION OF PRACTITIONERS Team leaders, sould be certified or accredited by external organizations Owing to te importance of te role tey play during a PHA study Formal certification of competence against a set of defined criteria is needed 25

26 CERTIFICATION CRITERIA Academic qualifications Experience Facilitation skills Work products Training References 26 Examination

27 27 CONCLUSIONS Competence of PHA participants sould be managed formally Selection criteria are key to a competence management program Cover bot tecnical and personal attributes Performance metrics are needed to correlate PHA performance wit te assessment of competence

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