Operational risk management specifications

Applied Ergonomics Significance and Opportunity This is the only chapter that addresses one specific technical and managerial element among the many such elements included in an effective operational risk management system. 

Proposing that Prevention through Design be a specifically defined element in an Operational Risk Management System is also influenced by ongoing transitions observed by this author in the methods to eliminate or reduce the occurrence of human error. 

DoD policy and doctrine are based on a uniformly defined range of low-level exposure. This range must address all military scenarios to appropriately determine policy, doctrine, research, and technological needs. Policy and doctrine should not arbitrarily dictate either the number or percentage of casualties that a commander can or should accept in order to complete a mission. The specific accepted risk should be determined by the commander(s), based on the situation and mission requirements. Operational risk management (ORM) is a fundamental aspect of military decision making. The U.S. Army Center for Health Promotion and Preventive Medicine (US ACHPPM) recommends using the ORM framework to define low-level exposures, and thus low-risk exposures. 

ERPs do not necessarily need to be one document. They may consist of an overview document, individual emergency action procedures, checklists, additions to existing operations manuals, appendices, etc. There may be separate, more detailed plans for specific incidents. There may be plans that do not include particularly sensitive information and those that do. Existing applicable documents should be referenced in the ERP (e.g., chemical Risk Management Program, contamination response). 

Action— Risk is reduced by concrete actions specific to your hazardous materials transport operations. Actions are based on risks, costs, and benefits, factoring in such realistic considerations as technical feasibility, ease of implementation, budgets, competition, regulatory burden, and legal constraints. Action is the heart of effective risk management. Planning and analysis, while necessary, do not reduce risk. Actions do. Adopt a bias for action. 

Prioritization and Identification (Chapter 3) Corporate / Management Level Hazards of the worldwide transportation operations are not clearly understood Risk management priorities have not been identified Corporate-level prioritization of all transportation hazards Identification of low-risk materials that can be limited to a primary management system review Identification chemicals, modes of transportation, and specific facility operations escalated for more detailed risk analysis... 

It is common accepted knowledge that inventory hedges from price, availability, and demand variations, and their impact on the profitability of the operations. It is also known that maintaining such inventory has a cost, both capital and operative. That risk is automatically reduced is not necessarily true unless risk is managed specifically as is briefly shown next. Contrary to the assumption that operating at zero inventory (produce to order) always increases profit, it will be also shown that inventories do not represent a reduction in expected profit. 

Function with Cross-Reference to Specification Document Subfunction GxP Relevant (Y/N) Short Justification Potential Impact Cause OP (Operation) iT (Design) impact Recognition (S—Source) (K—Knock-on Effect) Level of Risk Without Risk Management Risk Management Design Enhancement Test Thoroughness Operationai Measures (e.g., SOPs)... 

Ascertain the skills, experience and qualifications required to operate in that particular role. For example, the domain expert might need to have at least 5 years practical clinical experience and possess an affiliation with an appropriate professional body. The risk management representative should perhaps have received specific training and be able to evidence previously issued safety cases. Note that these criteria should be established in a vacuum and not be reverse engineered based on the characteristics of the individual whom one has in mind for the role. 

The terms failure and fault have specific meanings in the context of risk management. Failure refers to the nonfunctioning of a specific item of equipment fault refers to the nonfunctioning of a system or subsystem. For example, Pump P-IOIA may fail to operate. If the backup pump P-IOIB does not start, then a fault exists with the pumping system. (In practice, it is unusual for this semantic distinction to be scrupulously followed.)... 

Some of the technical information that makes up a process risk management system has been transferred from this book to Design and Operation of Process Facilities. This includes details to do with specific chemicals such as hydrogen sulfide and hydrogen fluoride. 

The term SOP is often used to describe all types of operating procedure (indeed, it is used in this manner in the EPA s Risk Management Program rule). However, it is suggested here that a standard operating procedure should actually be what it says it is a standard or a template upon which the equipment and unit-specific operating procedures can be built. 

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