“How to overcome the Barriers and to Improve Human Performance” Peter Varga Regional HSE Manager...
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Transcript of “How to overcome the Barriers and to Improve Human Performance” Peter Varga Regional HSE Manager...
“How to overcome the Barriers and to Improve Human Performance”
Peter Varga
Regional HSE Manager [email protected]
31th October, Bratislava
PRIMS SEMINAR 2003
Slovnaft and MOL Group in a nutshell • SN: Refining and Petrochemical core business
segments• Slovnaft-Mol Partnership program
“ First step on the road to becoming a regional champion “
– Focus on value creation and realisation of synergies
– Combined industry knowledge and financial strength
– Leading position in CE
– Operation Excellence
– Changing Shareholders structure
Massage to stakeholdersSlovnaft has become the first oil and petrochemical company in CE to achieve Integrated Management System registration in accordance with ……
• Slovnaft management supports this Integrated registration because it is consistent with our commitment to integrate economic, environmental and social dimensions into everyday business conduct.
• Independent certification body SGS Slovakia, which certified the Slovnaft, is well-know global company focused on the field of certification, inspection and testing. SGS auditors audited functionality of quality management system, environmental management system and safety management system at the Production and Marketing division, Procurement and Warehousing unit and other relevant units.
HSE Report 2002
• the 2002 HSE performance is summarised in HSE report
• this is in accordance with our Commitment
„ ... to share information and openly communicate about our HSEQ management framework and the impact of our activities, products and services“
• LTIF in Slovnaft, a.s.at 0,9 compared to 2,4 in 2001• Fire brigade outsourcing• HSE integration at Production unit• no occupational illness - TROIF = 0• amount of air emissions decreased by 12%• water consumption decreased by 18%• waste generation reduced by one quarter• number of fires increased by 7, to 12 cases• one contractor fatality
Highlights
Learning Points of IMS (HSEQ)
Benefits of Integration
There is no one right integrated management system. Each organization needs to take its corporate culture and the nature of its business into consideration when deciding how far it wants to take the integration. However …
• Simplified system resulting in less redundancy or conflict in documentation
• Optimized resources (single sys. Vs. multiple sys. With same goals
• Integrating H /S /E /Q objectives into the overall business strategy
• Establishing a common framework for continual improvement of HSEQ
Implementation Procedures – What and How ?
• Build on what is already in place but also include new elements.
• Corporate HSEQ Management Framework
• Corporate Annual HSE and Quality Objectives based on KPIs
• Annual Letter from Subsidiaries and Divisions to President
• Focus on proactive culture through» enhanced awareness» training» competence building» links to performance appraisal
What does it mean for me ?
• Grater clarity of the Policies which all Slovnaft employees must apply in order to make them
• A part of every employee’s approach to business
• A living part of the culture of every business units and subsidiaries at every level
ACTION
DIRECTION
EXPECTATION
How to DO it(Doing things right)
Slovnaft Group´s
commitment to H/S/E
HSE Policy
HSEQ Management Framework
HSE Excellence Program
Business unit´s (3P)•Policy •Process•Procedure
Slovnaft GroupHSE Core Process
Manual,Guidelines
GroupHSE Goals
Targets KPIs
What to DO(Doing the right things)
HSE Management System
Implementation -HSEQ Management System Framework
1. Leadership and Accountability
2. Risk Assessment and Management
3. People, Training and Behavior
4. Working with Contractors and Others
5. Facilities Design and Construction
6. Operations and Maintenance
7. Management of Change
8. Information and Documentation
9. Customers and Products
10. Community and Stakeholder
11. Crisis and Emergency Management
12. Incidents Analysis and Prevention
13. Assessment, Assurance and Improvement
.
PlanPlan
DoDo
CheckCheck
ActAct
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• Use this Use this methodmethod to solve problems: to solve problems:– DefineDefine problems in HR processes problems in HR processes– MeasureMeasure human performance human performance– AnalyzeAnalyze causes of problems causes of problems– ImproveImprove processes -- remove variations processes -- remove variations
and non and non value-added activitiesvalue-added activities– ControlControl processes so problems don’t recur processes so problems don’t recur
• Use this Use this methodmethod to solve problems: to solve problems:– DefineDefine problems in HR processes problems in HR processes– MeasureMeasure human performance human performance– AnalyzeAnalyze causes of problems causes of problems– ImproveImprove processes -- remove variations processes -- remove variations
and non and non value-added activitiesvalue-added activities– ControlControl processes so problems don’t recur processes so problems don’t recur
Reaching Six Sigma Performance in Safety too
DMAIC!DMAIC!DMAIC!DMAIC!
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Why Safety Six Sigma (3S)?
• Appropriate for every business & function• Provides many tools, aids, skills• Promotes fact-based decision making &
breakthrough thinking
• Appropriate for every business & function• Provides many tools, aids, skills• Promotes fact-based decision making &
breakthrough thinking
Case Study - Product Stewardship
From “meet the regulation”
to: “doing the right thing”
“Industry feels responsible to improve the ability for society to benefit from chemicals while
minimising risk”
Product Stewardship
“Responsible Care is the commitment by chemical companies to demonstrate continuous improvement of health, safety and environmental performance of their operations and products in a manner which is responsive to the concerns of the public”
• RC insists on:– continuous improvement
– Communication • Product Stewardship is one of RC codes of Management
Practices.
Responsible Care fundamental features
• Guiding principles
• Codes, Guidance,
Checklists
• Performance indicators
• Communication
• Experience sharing
• World-wide monitoring
and registered logo
• Encourages
participation
• Verification
Responsible Care improves HSE performance and makes it known
Gain Management Commitment and
Leadership
Process Safety Management and
Systems
Operational Discipline and Operational Excellence
Change in Safety Culture
Continuous Continuous ImprovementImprovement
ProcessProcess
MOL PROJECT OUTLINE
WORLD-CLASS SAFETY REQUIRES THESE ELEMENTS
Organizational Elements
Supportive Safety Personnel Safety as a Line Organization Responsibility Integrated Organization for Safety Progressive Motivation
Supportive Safety Personnel Safety as a Line Organization Responsibility Integrated Organization for Safety Progressive Motivation
Operational Elements
Effective Communication Continuous Safety Training and Development Injury and Incident Investigations and Reports Effective Audits and Re-evaluation
Effective Communication Continuous Safety Training and Development Injury and Incident Investigations and Reports Effective Audits and Re-evaluation
Strong Demonstrated Management Commitment Safety Policies and Principles Challenging Goals and Plans High Standards of Performance
Strong Demonstrated Management Commitment Safety Policies and Principles Challenging Goals and Plans High Standards of Performance
Leadership
Elements
What is important for employees? Who are are my boss(es) ? What do I want to achieve at company ? What are the objectives? What is the necessary reporting structure and
frequency ? What are the tasks and responsibilities ?
“Maslow hierarchy of needs”1. Work/life harmony2. Growth3. Affiliation4. Rewards5. Safety/Security
Content
1. Safety is good business
2. Behavior Safety Culture
3. Case Study – Summary of Alkylation Accident Report
In the European Union, each year
• 5500 people will die at work*.• 4.5 million people will be seriously injured*.• 145 million workdays will be lost*.• Workplace injuries will cost the society around €150
billion in direct and indirect costs.
*Source: European Agency for Safety and Health at Work, http://agency.osha.eu.int/
Heinrich’s Triangle
100,000 hazardsUnsafe acts - unsafe conditions
10,000Near misses
1,000Recordable injuries
100Lost time injuries
1Fatal
Iceberg conceptFatalities
Medicaltreatment
Lost time injuries
First aid cases
Serious incidents with potentialfor serious injury
Many close calls withonly minor injury potential
Unsafe acts : Not following safety rules Not following established procedures Making unnecessary changes Taking shortcuts Hurrying Using poor judgement Not maintaining good housekeeping
MOST OF THE COST IS HIDDEN
Up to 5X as largeUp to 5X as large
INDIRECT COSTS
Insurance premium increase
Damaged equipment & goods
Lost production and quality
Process Interruptions/Yield Losses
Replacement Labor / Overtime
Litigation
Damage to Customer Relations & Public Image
€35 billion to EU industry in 2000 (estimated)
€35 billion to EU industry in 2000 (estimated)
DIRECT COSTSMedical costs
Wage indemnity
Claims administration fees
Safety culture improvement
Technical improvement
Safety management focused on employees
Time
Inju
ries
Focus on people
What Have We Learned?
• Know the hazards• Select appropriate gloves for all hazards• Inspect gloves• Store gloves properly
Content
1. Safety is good business
2.Behavior Safety Culture3. Case Study – Summary of Alkylation Accident
Report
Safety Principles (see: HSE Policy)
All injuries can be prevented
Everybody has responsibility to prevent accidents
All operating exposures can be safeguarded
Training employees to work safely is essential
Prevention of personal injuries is good business
98% of accidents due to human behaviour
Action to:
Prevent the unsafe act
Correct the unsafe condition
will prevent the accident
Accident Investigation Cycle – the vicious circle
AccidentAccident
CausesCauses
RecommendationsRecommendationsCorrective ActionCorrective Action
OperationOperation
InvestigationInvestigation
Follow upFollow up
Remember to thoroughly investigate all accidents and near-misses*
Ask yourself :
What failed in the management system that allowed the accident to happen ?
What caused the near-misses or accident ?Not - Who is responsible ?
Be proactive !!
* Potential accident without injury or damage
Content
1. Safety is good business
2. Behavior Safety Culture
3. Case Study – Summary of Alkylation Accident Report
1. Executive Summary (II)
• The Report findings and its 1-14 proposed measures ensure adequate technical and organisational countermeasures of Alkylation Accident.
• The prime event leakages created an intolerable, misperception risk. This equipment failure with human and organisation failure (PPE/ warning alarm /Shutdown/ Repair Maintenance) lead to explosion and 3 slight work injuries.
• Significant general latent failure is the lack of proper Predictive Maintenance system of Alkylation/ Refinery technology.
• In a proactive philosophy of refinery management, all personnel – operating, maintenance , engineering and HSEQ staff – need to be mobilised to identify potential problems and work in common team.
No procedure /approved work instruction for repair of pipe
missing specific writingoperating procedurefor this work
Inadequate warning/measuring
SystemSystem failure
Repeated pipe leakages/Equipment failure
Insufficient Repair Technology process
(Furmanite tech)
IncorrectShutdown Process
Not applied emergency shutdown procedures
Personal Injury
Explosion of Flammable gas mixture
Slovnaft Refinery:•Ordering service withoutprescribing or Specifying required Technology/ work Instructions
•Operating productionUnits withoutProper emergency Response skill and Risk awareness of staff
•Missing Quality Assurance Of HSEQ related services
G4F ensure service to SN without:•Analyzing site specificHazards and develop Work instructions andtraining
Insufficient Hardware Design
Unsuitable FurmaniteMethod for repair of pipe
Wrong Decision making
Human Error
Poor Instructions/Procedures (Pracovna
instrukcia 09)Org. failure
Active StagesLatent Stages
Incident investigation of Slovnaft Alkylation unit 26/03/2003
Calibration of Gas detector
Lack of :Personal Protective Equipment
(PPE)safety shield
and wind indicator/
Warning Alarm Not accepted
presence of danger condition
Incorrect operation of fire truck
7. Result of Investigation (I) - Incident Investigation Tree (TRIPOD)
Fallibledecisions
General FailureTypes Preconditions Unsafe Acts Breached
DefencesIncident or sub incident
Mismatch between real And perceived risk
(Error Enforcing Cond.)
Shift leader/ supervisors Attempts to keep on
operation Alkylate Unit
Not proper Antistatic clothing/safety distance
SMAO ensure service To SN Without:•Details organizational And tech.Guidelines
•predictive Proper maintenance Policy/procedures
Emergency response testinadequate
Conclusion “How to overcome the Barriers and to Improve Human Performance”
• Selling Safety– Understanding your “customers” – Employees need fair treatment ,tools
for tasks and a team environment
– Sell a god product – 90% of the “Safety job”
– Start Day One
– Using Safety Committee/ team briefs meetings
– Does 100% yield 100% - renting staff behavior
– Understanding motivating factors
• Safety should not be “First” – There are no Herculean efforts …………….right next to production,
quality and profit. Safety is no first, not last , just equal.