Process Safety Management: Leveraging Networks and Communities of Practice for Continuous Improvement, 1st Edition (Hardback) book cover

Process Safety Management

Leveraging Networks and Communities of Practice for Continuous Improvement, 1st Edition

By Chitram Lutchman, Douglas Evans, Rohanie Maharaj, Ramesh Sharma

CRC Press

244 pages | 29 B/W Illus.

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Hardback: 9781466553613
pub: 2013-07-03
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Description

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.

Reviews

"… 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

Table of Contents

Process Safety Management (PSM)

Process Safety Management (PSM)

Elements of PSM

References

Historical Perspective: A Review of Operationally Disciplined and Excellent Organizations Where Process Safety Management Is Entrenched

Operational Discipline

Process Safety Management

History of Process Safety Management

Operationally Disciplined Organizations

Conclusion

References

Leadership Behaviors for Network Performance, and Operational Discipline and Excellence

The Role of Leaders

Leadership Styles and Behaviors: Impact on Safety

Conclusion

References

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

Conclusion

References

Creating Expert Networks for Generating Continuous Improvements

Network Requirements

Network Composition

How the Network Operates

Network Design

Core Teams

Subject Matter Experts (SMEs)

Extended Group or Community of Practice

Reference

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

Reference

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 Tenure

Network Membership Changes and Turnover

Reference

Network Focus and Work Priorities

Types of Networks Developed in Organizations

Network Focus

Network Charter

Network Work Plan

Network Work Prioritization

Establishing Key Performance Indicators (KPIs) for Stewarding Organizational Performance

Performance Targets

Key Performance Indicators (KPIs)

Typical Process Safety Management (PSM)/Management System KPIs Generated by Networks

Putting the Teeth into KPIs

Target Setting

Challenges to KPIs

Conclusion

References

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 Communication

Network Stewardship and Performance Management

Conclusion

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

Conclusion

Conclusion

Index

About the Originator

Subject Categories

BISAC Subject Codes/Headings:
TEC017000
TECHNOLOGY & ENGINEERING / Industrial Health & Safety
TEC020000
TECHNOLOGY & ENGINEERING / Manufacturing