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Presentasi oleh Haris W. Ranuamihardjo
Konsultan QHSE
PJK3 TMI, 23 April 2021
Haris W. Ranuamihardjo
ITS, Fakultas Teknologi Kelautan, Jurusan Perkapalan (1986)
After retirement:
Pertamina HSE Training Center, Subject Matter Expert (SME) (2019 – Present)
QHSE Consultant & Management System Assessor (2016 – present)
Career path:
INPEX Corporation, Manager, Safety (2013-2014)and ERP & BCP (2014-2016)
Medco E&P Indonesia, Manager, HSE System Management (2008 – 2013)
DNV•GL Indonesia, Country Manager for Industry & Energy, Section Head Technical Risk Services, Head of
Certification (ISO Services) (1997 – 2008)
PT. Chandra Asri Petrochemical Co., Section Manager, Environmental & Safety (1994 – 1997)
Marathon Petroleum Indonesia, Ltd, Safety & Environmental Assistant (1990 – 1994)
Kementerian Perindustrian, Direktorat Perkapalan, Staf Pengembangan Program (1987 – 1990)
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ISRS Assessor & Consultant
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Business Portfolio & Management
Business
Planning
Asset OR?
Management
Business
Monitoring Operations
Management
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Kecelakaan, kejadian nyaris celaka serta bahaya-bahaya yang terjadi menunjukkan
bahwa ada kegagalan sekat pengaman (defenses) pada sistem Keselamatan dan
Kesehatan Kerja (K3) di organisasi – ini adalah kegagalan dari pengelolaan
(manajemen)
Apabila tidak ditangani dengan serius, maka kecelakaan kerja akan menimbulkan
masalah yang besar di organisasi
Perbaikan terhadap kegagalan manajemen harus dilakukan dengan perbaikan secara
menyeluruh, termasuk perbaikan sistem manajemen K3, dimulai dari perencanaan
sampai kepada implementasi beserta pemantauannya.
Presentasi ini akan membahas secara singkat peluang penguatan K3 tersebut
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High Reliability Organization (HRO)
High-reliability organizations operate under challenging conditions yet experience
fewer problems than would be anticipated as they have developed ways of
“managing the unexpected” better than most organizations. (from Managing the
Unexpected: Sustained Performance in a Complex World, K.E. Weick and K.M.
Sutcliffe)
Organizational accidents/incidents
Comparatively rare, but often catastrophic, events that occur within complex
modem technologies such as nuclear power plants, commercial aviation, the
petrochemical industry, chemical process plants, marine and rail transport, banks
and stadiums. (from Managing the Risks of Organizational Accidents, James
Reason)
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Laws &
Costs, Community Regulations
Reputation, Shareholders
Security Profits
Reliability.
Safety, Competition
Environment
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Youtube 11
Pure risks
Pure risks Inherent risks
Inherent risks
Sekat pengaman
IOGP Workshop – Managing Major Incident Risks, 2006 SINTEF Report A26845 - Towards a holistic approach for barrier
management in the petroleum industry, Figure 3.20 (2015) 12
Hardware, Systems, Human
Process Safety Metrics - Guide for Selecting Leading and Lagging Indicators, Version 3.2 13
Center for Chemical Process Safety, 2019
Sub-Standard Conditions
(On-site work conditions)
Accident
HRO Leadership
High Reliability &
S The Defenses
Organization Engagement
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Line Management Supervision
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Strengthening on-scene to Manage on-site Activities
Management Safety Observation & Intervention 14
Organizational Accident Revisited, James Reason (2016)
The explosion of the DWH at the Macondo wellhead site created an oil spill lasting 87 days
during the summer of 2010 releasing a cumulative 4.9 million barrels (one barrel = 42 gallons
= 159 liters) of oil with 3.2 million remaining in the environment following mitigation efforts
(burning, booming, and dispersant; McNutt et al., 2012; US District Court, 2015) (Figure 1) 15
Kecelakaan kerja itu mahal!!
DNVGL ($1-3 Direct Costs and $5-50 Indirect Costs)
NEBOSH ($1-3 Direct Costs and $13-58 Indirect Costs)
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Manajemen
Resiko
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Safety Case
(UK, Australia)
PSM
(Process Safety
Management)
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HSE Culture Ladder
Safety Culture Maturity Model (Patrick Hudson)
(HSE UK & The Keil Center) Bradley Curve
(DuPont)
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Apakah system manajemen?
Suatu kerangka kerja guna mengendalikan proses-proses kerja
kunci, resiko-resiko organisasi, serta mendorong suasana
perbaikan yang berkesinambungan
Bagaimanakah system manajemen yang efektif?
Mampu memastikan bahwa manusia (human), peralatan
(hardware) serta proses-proses kerja (system) diselaraskan guna
mencapai tujuan organisasi
Seperti apakah yang disebut sebagai system manajemen?
Komposisi dari:
Prosedur serta praktek kerja (instruksi kerja), dengan
Standar kinerja yang jelas menyatakan “siapa melakukan apa, kapan,
dan/atau berapa kali.
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Msm2: Building Risk Competence, DNVGL (2007)
Risk
versus
Management
Bisnis Tugas utama Manajemen Senior Sistem Manajemen
adalah memastikan bahwa
kinerja sistem manajemen K3
menjadi target utama semua
kegiatan
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Ever Changing Risks
Target
Management Burden
(Human)
Leadership 27
Vision, Mission, Policies
Management Komitmen
Team Kepemimpinan
Kemampuan
TARGETS Pengelolaan
QHSSE
Management Tanggung gugat,
Systems Objective
Tanggung jawab dan
Targets
Kompetensi
Goals
Pengelolaan kinerja
Perbaikan
berkesinambungan
Perbandingan dengan
industry sejenis
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Jenis system manajemen
Disesuaikan dengan kebutuhan organisasi
Dibangun dengan dukungan penuh dari semua
pemangku kepentingan
Komitmen manajemen
Keterlibatan yang kuat dari manajemen senior
Pengelolaan system manajemen diperkenalkan
guna memperbaiki kinerja K3
Penyediaan sumber daya yang cukup
Penilaian semua kinerja melibatkan aspek K3
Memimpin dengan pemberian contoh
Occupational Health and Safety Management Systems, A Review of Their Effectiveness in Securing
Healthy and Safe Workplaces (National Occupational Health and Safety Commission - 2001, Australia) 29
Integrasi semua system manajemen
Semua fungsi di organisasi menerapkan K3
dalam operasinya
Peran keterlibatan karyawan
Semua kayawan dianjurkan serta dilibatkan
dalam semua kegiatan K3
Perwakilan karyawan terlibat dalam komite K3
Pemberian dorongan serta dukungan terhadap
keterlibatan karyawan
Occupational Health and Safety Management Systems, A Review of Their Effectiveness in Securing
Healthy and Safe Workplaces (National Occupational Health and Safety Commission - 2001, Australia) 30
Personal Safety
Process Safety
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Meningkatkan produktivitas
Peningkatan efisiensi dan efektivitas
Pengurangan biaya operasi dan biaya asuransi
Peningkatan moral karyawan
Pengurangan tingkat pergantian karyawan
Hubungan kerja yang lebih baik
Pengurangan absensi karyawan
Peningkatan reputasi organisasi
Dll, dll, dll……..
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Intervensi kondisi kerja
Mendorong kinerja K3 dengan:
Secara berkala dilaksanakan inspeksi kondisi
kerja serta observasi perilaku kerja
Secara berkala melaksanakan komunikasi
resiko dan bahaya kerja
Pelatihan yang teratur baik karyawan maupun
tenaga kontraktor
Agenda K3 menjadi topik pertama dalam
pertemuan, komunikasi maupun pembuatan
keputusan manajemen tertinggi
Pemantauan kinerja yang teratur
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QA/
Engineering Procurement
QC Maintenance HR
Operations
Logistic
Planning
QHSSE
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Organizational Accident Revisited, James Reason (2016)
High reliability organizations – A review of the literature, Health and
Safety Executive , UK (2011)
Leading health and safety at work, Health Safety Executive, UK (2013)
msm2: Building Risk Competence, DNV●GL (2007)
The OHS Body of Knowledge – Risk, The Safety Institute of Australia (2012)
BS ISO 31000:2018 Risk management – Guidelines, International
Organization for Standardization
Occupational Health and Safety Management Systems, A Review of Their
Effectiveness in Securing Healthy and Safe Workplaces (National
Occupational Health and Safety Commission - 2001, Australia)
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I have questions!
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Please feel free to discuss the issue
Please do not hesitate to call and email
THANK YOU!
Haris W. Ranuamihardjo
Mobile & WA: +62-812-1477-8788
Emails:
haris.ranuamihardjo@outlook.com;
jabhew@gmail.com
hwidyar#@yahoo.com
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