Procedure Checklist Elements

In the remainder of this chapter, an explanation and, as appropriate, an example have been included for each procedure checklist item. You may want to modify or add to these to meet your specific needs. 

The procedure title accurately describes the nature of the actMty. 

Misleading, inaccurate, or incomplete procedure titles can cause the operator or mechanic to select the wrong procedure. Although this is a concern for all operations, it is especially critical when the operator or mechanic is trying to find an emergency procedure. If your procedures are in a data management system with word-search capahUities, fully descriptive titles are essential to take advantage of this feature. 

Loading Nitric Acid into Tank Car B Loading Nitric Acid into Reactor Receiver Loading Nitric Acid into Storage Tank 5 Loading Nitric Acid 

Repairing Tank Farm Centrifugal Pumps Repairing Pumps 

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The plant engineer and his maintenance manager will establish whoever carries out the work, basic strategy, programming and procedures. Inspection checklists and record sheets are necessary for systematic location of critical elements/potential defects and setting out frequencies of inspection. Computers and work processors are an obvious aid to effective maintenance management. Inspection-based preventive methods are demonstrably cost effective. 

The submission project plan should identify the critical path of the application and the major milestones influencing the timeline. An index should be prepared identifying the critical sections and associated documents and the targeted availability of the documents for inclusion in the application. Systems should be in place for the controlled physical assembly of the application, including appropriate procedures for assembling the application and performing adequate quality control. Checklists are very helpful in ensuring that all necessary elements are included. 

Table 2-3, List of Procedure Elements, lists the elements related to procedures and procedure control and indicates which guideline(s) and/or regulation(s) identify the element. It is intended to be used as a checklist to help you determine which elements are appUcable or required for your facility. Methods for addressing the elements required to design an effective procedure management system are discussed in Chapter 3.

Procedure Criteria Checklist" and the elements listed in this chapter were adapted from NUS Training Corporation s Piocedme Writing Workshop Manual. Gaithersburg, MD, Seventh Edition, 1995. 

In the opinion of one of the authors, the job hazard analysis should be kept separate from written procedures that employees follow to accomplish the job safely. A JHA is more detailed than a work procedure instruction (learner s checklist, etc.). Each document suffers from being combined with the other. One of the authors has experience with these methods and has spent time in a supervisory role. When you are a supervisor, what is your priority The answer is simple production. One suggestion is to cover the work elements first and then cover the safety hazards. This sets the tone that safety is important. 

Good practice checklists, discussion in an expert team and exploration of scenarios are centra elements. Check lists cover seven elements Organisation and management. Procedures, work descriptions and workload. Competence and training, Communication/distributed situational awareness, Working environment. Layout, and Control and safety systems. The checklists explores key human factors (safety) issues in each area, i.e. when discussing control systems the use of alarms is explored and a question is the existence of an alarm philosophy , and performance issues of alarm handling such as the acceptable number of alarms pr. hour. 

Many companies have adopted an observation-based behavioral safety process to improve compliance with safety procedures, but simply implementing the basic elements of a behavioral safety process does not always work. Companies can encounter problems in getting employees to conduct needed observations, in getting employees to effectively provide feedback to other employees, and in employees filling out observation checklists informally without conducting actual observations. These problems may indicate an overemphasis on the reporting process and inadequate attention to the values required to implement safety improvements successfully. 

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