Process Safety Goals

However, even when we determine that the benefits of an inherently less safe technology justify its use, we should always continue to look for inherently safer alternatives. Technology continues to evolve and advance, and inherently safer alternatives which are not economically attractive today may be very attractive in the future. The development of new inherently safer technology offers the promise of more reliably and economically meeting process safety goals. 

Chapter 4—Choosing Appropriate Metrics based on identified process safety goals and objectives... 

The primary interest of corporate and business leadership is in meeting broad-based process safety goals as described in Chapter 5. They need to understand if the operations within their areas of responsibility are meeting expectations and agreed-upon improvement objectives. Corporate and business leaders not only track aggregated performance that transcends individual sites, but also use selected metrics to make performance comparisons among sites under their oversight. 

People must be held accountable for results. If action items are not completed in a timely basis, there needs to be an analysis of why and a plan for improvement. If standard operating procedures (SOP) checklists are not used rigorously, there needs to be an analysis of why with appropriate consequences (punishment should be a last resort). There should be reasons why objectives are not met and those barriers need to be removed. Individual sites within an organization may establish specific process safety goals, activities, and behavior on individual performance contracts, which are reflected in the annual performance review process that links to merit pay raises, bonuses, advancement opportunities, and the like. Consequences for poor process safety performance must not be limited to supervisors or facility managers but must be a factor in performance appraisals throughout the organization. 

Nonprescriptive standards provide few specific details as to how a facility is to be designed or operated. These standards rely on management and the company professionals taking the right actions to ensure that process safety goals are met. Such an approach is particularly appropriate when the facility is complex, possesses unique technology, or uses very sophisticated processes. In a nonprescriptive environment, each facility or company develops its own standard for its own operations. The only measure of success is success. If the facility operates cleanly, safely, and profitably, then the standards are effective and vice versa. 

Focus on the process. Safety goals should focus on process activities that can contribute to injury prevention. Workers need to discuss what they can do to reduce injuries, from reporting and investigating near hits to conducting safety audits of environmental... 

The Center for Chemical Process Safety (CCPS) was established in 1985 by the American Institute of Chemical Engineers (AICliE) for the express purpose of assisting the Chemical and Hydrocarbon Process Industries in avoiding or mitigating catastrophic chemical accidents. To achieve this goal, CCPS has focused its work in four areas ... 

Chemical reactions are sometimes conducted in a dilute solution to moderate reaction rates, to provide a heat sink for an exothermic reaction, or to limit maximum reaction temperature by tempering the reaction. In this example there are conflicting inherent safety goals—the solvent moderates the chemical reaction, but the dilute system will be significantly larger for a given production volume. Careful evaluation of all of the process risks is required to select the best overall system. 

This book addresses the design, development, and installation of process safety management systems, but does not address subsequent operation and maintenance of those systems. The book s goal is to help you put together a workable, effective program and put it in place within your com pany or plant. 

Setting corporate goals for PSM. These may be tangible (e.g., dollar savings, percent reduction in accidental releases, etc.) and/or philosophical (e.g., "Our company will be an industry leader in process safety"). 

Make sure your company s short-term objectives (e.g., updating aii P IDs) are consistent with broader PSM goais (e.g., accurate process safety information), sind communicate them in ways that clearly encourage work habits and procedures that support PSM performance. For exampie, your employees need to understand that the company will achieve its goal of reducing reportable incidents by changing its PSM procedures, not its reporting processes. 

To meet this challenge, we have adopted a comprehensive approach to the management of process safety throughout our operations, which builds on our existing strengths. The goal of this approach is to assure that, in all of our businesses, we maintain PSM standards and practices that ... 

Goals such as these can only be achieved through an ongoing, companywide effort. We endorse and promote process safety management as a priority throughout our businesses, and will dedicate the appropriate resources— time, skills, money— to assure continuous improvement. 

Develop a plan. Based on established goals and current status, the teams will develop detailed plans for implementing a process safety management system, including projections of time and staffpwer requirements and other resource needs. When completed, these plans will be our blueprint for PSM implementation, subject to refinement based on experience. 

These timeframes are guesstimates at this point, and are subject to change. Similarly, at each stage of the process there will be a number of activities that may affect overall scheduling. On completion of this process, we are confident that Company X will be well on its way toward achieving its goal of industry leadership in process safety management. 

Define process safety management goals What do we want to achieve Evaluate current status and activities What are we doing now ... 

Accountability is the obligation to answer for one s performance with respect to expectations, goals, and objectives. It is an important element of an effective process safety management system. To improve safety, the risk associated with human errors must be reduced. The work situation is the predominant cause of human errors and management has control over the work situation. 

In addition to developing products for the domestic appliance market, Heraeus Sensor-Nite is also active in the automotive sector, and in the fields of calorimetry, electronics and medicine. The goal that Sensor-Nite has set itself for both its present and future activities is to increase process safety whilst reducing depletion of resources. 

ACC member companies are required to establish company-specific goals against which progress is measured toward the common vision of no accidents, injuries, or harm to the environment. An example of one such goal is to limit the annual number of process safety incidents below a target level. 

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