The continued prevalence of major incidents (most recently the 2010 BP Gulf of Mexico Oil Spill) and preponderance of workplace fatalities and injuries as well as Process Safety Management (PSM) Incidents, globally, begs the question: why do incidents continue to occur in today’s technologically advanced era? More importantly, with 80-85 percent of incidents being repeated, the more obvious questions are:
- Why do organizations fail to learn from prior incidents internal to the business?
- Why do organizations fail to learn from their peers and other same industry players?
- Why do organizations fail to learn from the incidents and experiences of other industries?
Process Safety Management: Leveraging Networks and Communities of Practice for Continuous Improvement provides a road map organizations can use to identify and setup critical networks for preventing catastrophic incidents and for sharing knowledge in an organized manner within the organization to enhance business performance. The book helps organizations establish centers of excellence by activating networks for generating best practices and practical solutions to workplace business, and safety challenges.
The book covers the full range of activation of networks including identifying members, defining goals and objectives, and prioritizing work through leadership and stewardship of networks. It addresses all elements of effective safety management and includes simple, easy-to-follow processes that bring about lasting changes to workplace safety. It also highlights the health and safety needs of both Generation X and Generation Y who currently inherit the workplace but are very different in learning behaviors and experience levels.
In a thin margins business environment characterized by scarce resources, operational discipline and excellence drives stakeholder confidence and corporate performance. Detailing the practical application of tested principles and practices, this book provides a simple path forward for organizations to recognize the benefits of networks and to proactively establish and support them within organizations to generate continuous and sustained improvement in work practices, procedures, and business performance.
Table of Contents
Process Safety Management (PSM)
Process Safety Management (PSM)
Elements of PSM
Historical Perspective: A Review of Operationally Disciplined and Excellent Organizations Where Process Safety Management Is Entrenched
Process Safety Management
History of Process Safety Management
Operationally Disciplined Organizations
Leadership Behaviors for Network Performance, and Operational Discipline and Excellence
The Role of Leaders
Leadership Styles and Behaviors: Impact on Safety
Shared Learning in Safety
Essentials for Effective Shared Learnings
Current State of Generating and Sharing Knowledge
Challenges of Getting Knowledge to the Frontline
Maximizing Value from Shared Learning
Creating Expert Networks for Generating Continuous Improvements
How the Network Operates
Subject Matter Experts (SMEs)
Extended Group or Community of Practice
Leveraging Networks and Communities of Practice for Long-Term Success
Networks: A Historical Perspective
Network Creation: Essential Requirements
Essential Network Criteria
Getting Networks Started: Conferences, Training, and Chartering
Activation and Tenure of Networks
Networks: How They Differ from Other Organizational Structures
Why Is It Necessary to Formally Activate Networks?
Why Are Control of Membership and Membership Changes Necessary?
What Value Is There in Sustaining Network Activities?
Network Membership Changes and Turnover
Network Focus and Work Priorities
Types of Networks Developed in Organizations
Network Work Plan
Network Work Prioritization
Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance
Key Performance Indicators (KPIs)
Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks
Putting the Teeth into KPIs
Challenges to KPIs
Challenges Faced by Organizations in Managing Networks
Size of the Network: What Is the Optimal Size of a Network?
Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities?
Right Balance between Face-to-Face Meetings and Virtual Meetings
Quantifying the Value Created by the Network
Understanding the Right Balance between Network Responsibilities and Full-Time Duties
Cost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network Members
Number of Networks to Be Established
Managing the Interrelationships between Overlapping Networks
Network Coordination: The Leadership Challenge
Role of the Executive Vice President of Health, Safety, Security, and Environment
Role of the Network Steering Team
Business Unit Leadership
Functional Unit Leadership
Corporate or Central Control of Networks
Network Stewardship and Performance Management
A Network at Work
Determining the Need for Network Support
Developing the Management of Change Network Charter
Use of Opportunity Matrix to Prioritize Gap Closure Activities
Communication Plan and Messaging
Stewardship and Communicating Up the Organizational Chain
"… very elegantly present the case that formal and informal social and organizational networks, coupled with shared learning about safety from previous incidents as well as experiences within other industries, are the key to preventing safety issues. … the most refreshing treatment of safety management that I have ever encountered … has high value for practitioners, especially senior- and executive-level managers who have responsibility for designing, implementing, and assessing effective safety management approaches."
—Dr. Nicole Radziwill in ASQ: Quality Management, April 2014