Faculty of Chemical Engineering

Universiti Teknologi MARA

Process Safety Management

 Labour Force in Malaysia
Population
27,700,000
100%

Population at working age(15-64 yr) Population outside

17,603,800 working age
63.55% (< 15 or 64 > yr)
10,096,200
36.45%
Labour Force Outside Labour
11,028,100 force
39.8% of population 6,575,700
23.7% of population
Employed Unemployed
10,659,600 368,500
96.66% 3.34%
Source: Malaysian Economic Planning Unit (EPU) and Department of Statistic (MDS), 2008
OSH Master Plan for Malaysia
STRATEGIES
Strategy #1:
Fostering and Enhancing Government Leadership and Practices
Government promotes a high level of workplace health and safety
performance, and has excellent health and safety practices in its own
workplaces (13 PROGRAMS)

Strategy #2:
Work Place Safety Cultures
Reducing Work-related fatality and injury rate down by 20% and
30% in 2015. (6 PROGRAMS)
OSH
MP15 Strategy #3:
Industry Leadership and Community Engagement
Industries lead improvements in workplace health and safety
practices, and there is strong support for workplace health and
safety in the wider community. (7 PROGRAMS)

Strategy #4:
Develop strong partnerships locally and internationally
Internally there will be strong correlation between/amongst OSH
practitioners and the Government. Externally, more bilateral
agreements on OSH will be implemented. (3 PROGRAMS)
4
 Management Attitude
Safety and loss prevention in an organisation
stand or fall by the attitude of senior
management.
It is the duty of senior management to ensure
attitude to safety is realised throughout the
company by a creation of safety culture.
The companys way of doing things is also the
safe way of doing things.
Management Attitude

Practice what you preach

 Management Attitude
Now more than ever, businesses understand
that one of the most vital components of
success is the protection of safety and health
of their employees.
Safe work environments are often found to
produce high quality products at high
production rates.
 Traditional Safety Program
In the traditional safety program, there are
often separate programs for hazard
communication, personal protective
equipment, equipment lockout/tagout, fire
safety, etc.
Each of these written programs sets out its
own unique requirements for training,
recordkeeping, inspection, etc.
Often, these programs are heavily based on
restating the requirements set out in
applicable OH&S regulations.
 Traditional Safety Program
This can result in a duplication of effort and
lack of coordination with other organizational
processes (e.g. different training programs,
different emergency plans, different
recordkeeping approaches, lack of document
control, etc.).
This approach also promotes the development
of an occupational health and safety silo
separate from other business functions.
In many cases, safety and health is viewed as
being solely the responsibility of the OH&S
professionals.
A Program versus A System

A program is independent

Training Inspection Machine Safety Fire Safety

Program Program Program Program
A Program versus A System

A system is interdependent
Machine Safety
Program

Training
Program
Inspection
HIRARC Program Audit
Program

Fire Safety
Program
 What is a System?
All systems have:
Inputs
Outputs
Processes
Structure
To manage something
complex, we need a system
A management system approach
In a management system approach, the
emphasis is on developing interrelated
processes for managing occupational health
and safety hazards and risks throughout all
levels and functions of the organization.
Everyone is held accountable for all of their
individual management system responsibilities
including those related to OH&S.
A management system approach

The emphasis is on developing integrated

processes for handling common tasks such as
managing training, document and record
control and tracking corrective and preventive
actions.
Safety and health becomes part of everyones
job.
 The Emergence of Management
System
Quality Control and Quality Assurance
Quality Control:
Has long been a standard practice in industry.
Emphasis is on the inspection of the product.
Quality Assurance:
The creation of systems to ensure that product
meets the required standards.
Applied not only to the intermediate and final
products made within company but also to the
inputs, raw materials and products purchased from
outside.
 The Emergence of Management
System
1980s: A strong movement in industry
worldwide to adopt quality assurance systems
and to seek accreditation to a recognised
standard (e.g. ISO 9000).
A move by one firm creates a chain reaction
which obliges the suppliers to follow.
Adoption of quality assurance involves the
creation and documentation of a set of systems
designed to ensure the quality outputs.
Total Quality Management (TQM)

Walter Shewhart:
Father of Quality
Control
Total Quality Management (TQM)

Process Safety - CPE615

 Total Quality Management (TQM)

"We have learned to live in a world of mistakes and defective

products as if they were necessary to life. It is time to adopt a
new philosophy in America."

Edward Deming:
The father of MODERN quality
Total Quality Management (TQM)

Japanese
TQM model
Total Quality Management (TQM)

Toyota
Manufacturing
System
 Total Quality Management (TQM)
The basic concepts:
Failures of various kinds have effects which are
more widespread, damaging and costly than has
generally been appreciated.
Failures have effects both internal and external
of the company.
Internal effects: loss of production, waste of
materials, damage to equipment, inefficient use
of manpower.
External effects: related to the customers
experiences.
 Total Quality Management (TQM)
The approach in TQM is to put strong emphasis
on prevention rather than on inspection.
The basic question asked is whether the
production process is actually capable
producing to the quality required.
The spirit of TQM approach summarised in
Right First Time (F. Price, 1985):
i) Can we make it OK?
ii) Are we making it OK?
iii) Have we made it OK?
iv) Could we make it better?
 TQM and the safety and loss
prevention (SLP).
The concept underlying loss prevention is that
the problem of failures and their effects has an
influence on company performance which goes
far beyond safety of personnel (e.g. loss of
productivity, financial implications, companys
reputation, etc.).
Thus, TQM and SLP have much in common.
Health, Safety and Environmental
Management System
To promote safety.
To provide clear objectives and target.
To protect workers from hazards.
To eliminate work-related injuries, ill-health,
diseases, incidents and deaths.
To provide information that will allow
employees to carry out their responsibilities
in a better and more comprehensive way.
Key elements of Successful
Health and Safety Management
 Policy
To convey the general intentions, approach
and objectives of an organisation and the
criteria and principles on which actions and
responses are based.
Organisation
To describe the responsibilities and
relationship between individuals at the
workplace.
Organising
The process of designing and establishing
these responsibilities and relationships.
 Planning
To describe the process by which the objectives and
methods of implementing the health and safety
policy are decided.
Allocating resources (e.g.. money, time and effort) to
achieve objectives and decide priorities.
Measuring
The collection of information about the implementation
and effectiveness of plans and standards.
Auditing
The structured process of collecting independent
information on the efficiency, effectiveness and
reliability of PSM and to come up with corrective
action plans.
 HSE Management System
Principles
Management Leadership, Personnel and Training
Commitment and Third Party Services
Accountability Incident Investigation and
Risk Assessment and Analysis
Management Community Awareness
Facilities Design and and Emergency
Construction Preparedness
Operations and Assessment and
Maintenance Improvement
Management of Change Environmental Protection
Information and
Documentation
Key elements of Successful
Health and Safety Management
Policy Common Characteristics
Expressing corporate responsibility and
commitment of top management on the aspect
of safety.
The importance of people to the organisation
preserving and developing human and physical
resources.
Avoiding loss the only effective approach to
injury, ill health and loss prevention is one
based on systematic identification and control
of risks.
Policy Common Characteristics
The importance of organisational factors
development of appropriate organisational
structures and a culture which supports risk
control and secure the full participation of all
members of the organisation.
A systematic approach to resource and plan
policy implementation adequately.
A recognition of the similarities between
approaches to health and safety and those
advocated for effective quality management.
Key elements of Successful
Health and Safety Management
Organisation for Safety and Health

Control Co-operation

Organisation

Communication Competence
 Control
The goal is to ensure that activities take place in
a controlled, and therefore, safe manner.
This means putting in place systems of control.
The variable to be controlled is first identified.
The variable is then measured.
It is then necessary to decide what value is
acceptable by establishing a performance
standard.
Control Measures for Hazard
Reduction

Management controls.
Engineering controls.
Personal protective equipment.
 Management Controls for
Occupational Hazards
Exhibit management commitment and lead by example.
Motivate employees to recognize hazards.
Inspire employees ideas and suggestions.
Provide financial and no monetary resources.
Monitor workplace and measure performances.
Develop safe work procedures (e.g. permit-to-work).
Train and educate workers.
Modify work procedures and exposures.
Practice good housekeeping.
Plan preventive maintenances.
Monitoring regulatory situation.
 Engineering Controls for
Occupational Hazards
Plant site selection.
Critique process design and plant layout.
Isolate hazard sources.
Provide external plant infrastructure.
Install monitoring and warning equipment.
Furnish accident prevention signage.
Critique operating conditions and procedures.
Substitute or eliminate hazardous materials.
Add mechanical guards.
Install ventilation systems.
Implement lockout-tag out procedures.
Use recommended tools and equipment.
 Co-operation
Participation, commitment and involvement in
health and safety activities at all level is
essential.
Necessary for fulfillment of legal obligations
and to achieve effective risk control.
Pooling knowledge and experience is a key
aspect of risk control.
Participation compliments control it
encourages the ownership of H&S policy.
 Management Commitment to
Safety
Set a good safety example.
Effectively manage safety and health programs.
Attend safety and health meetings.
Perform walk-through inspections.
Investigate accidents.
Investigate near-miss accidents.
Review safety performance at all levels.
Be open-minded and objective.
 Communication
Effective communication is essential.
Flows of information include:
Information input to the organisation
Information flows within the organisation
Visible behaviour
Written communication
Face-to-face discussion
Flows of information from the organisation
 Competence
Objective of ensuring competence of employees is to
maximize their contribution to health and safety in
groups or individually.
Competence depends partly on education and training
and partly on experience.
Arrangements for ensuring competencies include:
Recruitment and placement procedures.
Systems to identify S&H training needs.
Systems to provide information, instruction, training and
supporting communications effort.
Arrangement to cover staff absences.
H&S promotion and surveillance schemes.
Key elements of Successful
Health and Safety Management
 Planning for Health and Safety

Planning of the safety management involves:

Setting goals and objectives
Defining control systems
Setting a performance standard
 Goals and objectives
Broad safety goals need to be translated into specific objectives.
Targets for their achievement within a specific period
The objectives which it is practical to set are essentially
determined by the variables which can be measured. All
organisations need to set objectives for each of the following
stages:
Defining, developing and maintaining the health and safety
policy.
Developing and maintaining organisational arrangements.
Developing and maintaining performance standards and
systems of control.
 Control Systems
1st stage of controls: 3rd stage of controls:
To minimise hazards To minimise risks outside
entering the organisation the organisation

2nd stage of controls:

To eliminate & minimise risks inside the organisation
To create a supportive organisational culture
 Performance Standard

Input Process/work activities Output

Key elements of Successful
Health and Safety Management
 Measuring Performance
Proactive monitoring system which measure
the achievement of objectives and specified
standards;

Reactive monitoring systems which collect and

analyse accidents, ill health, incidents
(including all those which had the potential to
cause injury, ill health or loss); and weaknesses
or omissions in performance standards.
 Proactive monitoring systems

Provides essential feed back on performance

before an accident, ill-health or an incident.
Involves checking compliance with performance
standards and achievement of specific goals.
Primary purpose is to measure success.
Reinforce positive achievement by rewarding
good work, not to penalise failure.
 Proactive monitoring systems

Some items which may be made the subjects of

proactive monitoring:
Achievement of objectives
Adherence to systems and procedures
Conduct of auditing
State of plant/equipment
State of documentation
 Reactive monitoring systems
Reactive systems monitor accidents, ill health
and incidents.
These require the recognition and reporting of:
Injuries and cases of ill-health
Other loss events e.g. damage to property
Incidents
Hazards
Weaknesses or omissions in performance standards
Key elements of Successful
Health and Safety Management
 Auditing and Reviewing
Review of performance is necessary to ensure that
the performance standards are being met.
Review is continuous and is performed by line
management.
The purpose of an audit is to detect degradation
and defects in a management system.
An audit is performed by competent people and
independent of the organisation being audited.
A full audit of management system address the
complete set of safety management activities i.e.,
policy, organisation, planning, measurement and
control.