But SMS Content Is Not The Whole Story: Components of A Safety Management System

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Notice these are all verbs - they require people to do things...

PROCESS

ButSM

APPLICATION

PLAN

ASSESS RISKS

Compliance
loop

SCHEDULE
EXECUTE

Schedule
Tasks in HSE
Management
Plan

critical
S contentHSEactivity
i s n o t th e
planning
wh
Improvement
loop

sheets

o le s to r y

ANALYSE
IMPROVE
IMPROVE
FUTURE
FUTURE
COMPLIANCE
IMPROVE
IMPROVE
FUTURE
FUTURE
PERFORMANCE
PERFORMANCE

Hazard
Documentation

Components of a Safety Management System

Unfortunately most step change


improvements have been driven by
catastrophic events.
Example 1:
Bay Marchand Blowout led to the wide
adoption of fail safe, surface controlled,
down hole safety valves

e.g. 2: Exxon Valdez lead to double


hulled tankers and the Valdez

E.g. 3 Piper Alpha gave us the


Safety Case
Chapter 1 Introduction
Describes the Safety Case objectives,
Chapter
2 Facility
how it fulfills
these objectives
andDescription
provides an overview of the results of
Describes
the facility,
the associated
the Formal Safety
Assessment
activities.
hazards and
the hardware
systems
in
Chapter
3 Safety
Management
place to either prevent
the release
of a
System
Description
hazard or mitigate the consequences of
an event.
Describes
the SMS and how procedural
Chapter 4 Formal Safety
controls prevent the release of hazards
Assessment
or reduce the consequences of events
should hazards be realised Appendix A
Examines the major accidents that could
the Major
Hazards Register,
occur, the Contains
survivability
of critical
threats and controls
systems andlists
the all
riskassociated
to individuals.
and provides a link between the hazards,
the hardware systems and the SMS
Appendix B
Provides a listing of all documents
referenced in the Safety Case

The long term value of a Safety


Management System is to create
step change improvements in
safety WITHOUT the large scale
disasters to drive them.

Some Challenges
Multi employer worksites
Simultaneous Operations on a site

How can we manage?...


Effective planning
Good controls
Good communication at all levels
Some Tools:
Permit to Work Systems
Job Safety Analysis and Stepback
Each is a component of the Safety Management System

Permit to Work
An essential tool in the EHS toolbox

Work Permits
A Work Permit is a document that sets out the work to be done
and the precautions to be taken.
It specifies Work Conditions and provides a record of all
hazards that have been considered in advance.
It assists in defining Work Precautions.
It does not, in itself, make the work safe, but is dependent for its
effectiveness on the persons involved complying with all the
requirements of the Work Permit Procedures.
Needs an effective lockout/tagout system

Responsibilities
It is essential that all involved clearly understand their responsibilities and the
scope of work to be undertaken.
PERMIT AUTHORITY
PERMIT HOLDER
WORK PARTY

Types of Permits

The Work Permit Procedures may include specific types of permits e.g:
Cold Work Permit
Hot Work Permit
Confined Space Entry Permit
Excavation Permit
Asbestos Removal Permit
High Voltage Access Permit
Explosive/Radioactive Permit
Pressure Systems Perit

What is Job Hazard Analysis?


Job Hazard Analysis is a process which assists to identify and eliminate workplace
hazards. The process is:
(1) Break the job down into steps
(2) Identify the hazards associated with each step
(3) Decide what actions are necessary to eliminate or control hazards
(4) Develop a safe working procedure
(5) Do the job remembering to practice Stepback throughout the job

Job Hazard Analysis for XYZ Job

STEPS

HAZARDS

CONTROLS

1. Isolate vessel

1. Manual handling valves

1. Use valve key as required

2. etc................................

2. etc................................

2. etc................................

3. .....................................

3. .....................................

3. .....................................

What are JHA and Stepback?


Tools designed to assist the management of risks from
workplace hazards - each have a focus on employee behaviour.
Not a substitute for safety management systems. They form
part of these processes.
Each empowers employees and gives them ownership within
the safety program.

But people are not


predictable
The written words in an SMS
wont achieve the results on their
own.
People are the connections that
hold the system together (or not).
People are notorious for
forgetting procedures and rules,
ignoring them or being
downright mischievous.

knew the procedure.


chose not to follow
procedure.
chose to hide the fact.
Increased probability of
own deaths and deaths of
others.
were expecting
everyone else (the pilot)
to follow procedures (fly
the plane safely).

Even the best intentioned people can get distracted

Humility

All the forces we deal with are way beyond human strength.

Be
afraid,
We
are very
not armour
be
plated,
bullet proof
afraid!
or fire proof

Sincerity

From the TV show: M.A.S.H.


Colonel Potter: Hawkeye, Im ordering you to
apologise to the General for that wise crack,
and BE SINCERE, damn it!
Hawkeye: "Sincerity? Sure, I can fake that".
Sincerity (you cant fake it) - people are too smart.
Theyll only care, if I care
Theyll never care if I dont

Sincerity = walking the talk

Walking the Talk


One hot afternoon a woman took her son to see
the great Mahatma Gandhi..
"Mahatma", the woman requested, "please tell my
little boy that he shouldn't eat so much sugar",
"Come back in three days", said Gandhi.
Puzzled, the woman left with her boy and in three
day's time she and the little boy returned.
Gandhi then said to the boy, "You shouldn't eat
so much sugar".
The puzzled woman asked, "But why was it
necessary for us to return after three days.
Couldn't you have told him that on our first visit?"
"I could not tell him that then," replied Gandhi,
"because three days ago I was also eating too
much sugar".

Responsibility
Stepback, JSAs and
the EH&S Policy each
empower people to
work only when it it
safe and to stop if it is
not

Accountability = responsibility + authority

No-blame culture
The whippings
will continue
until morale
improves!

From the dictionary of the real

Blame, v.t. The application of an emotionally


satisfying process which distracts us from
learning how a failure occurred but instead
concentrates on who can be punished for it,
thereby ensuring identical failures will re-occur.
People MUST feel unthreatened
to admit to their mistakes
because...

You cant change what you wont admit!


Source: Alcoholics Anonymous

A ray of hope?

Article scanned from


The Age Melbourne
28 April 1999
Photo ABC News website

Do-gooders beware:
This is not about forgiving people who deliberately break the
rules. Its about finding out whats broken and fixing it.
No-blame doesnt mean no-responsibility

Theres always enough money, energy & public outrage to


catch the wrong doer.
Where is the public outrage to find and cure the root cause?

Written hazard and incident reports


Hazard

Bow Tie Diagrams

Event

Moving
person at
grade level

Operator
slipped & fell

Consequence
Fractured wrist,
Permanent
Disablement

Threat:
Slippery
surface

Analysing root causes


and reporting in
is critical.
It requires good quality
WRITTEN
reporting to get to the
heart of how the incident
occurred and what part
of the SMS failed.

HSE Management Process


Mission and Vision

Failed Escalation Barriers:


1 Oil drip trays under machines
2 Provide accessible absorbent
material

Leadership & Commitment


Policy and Strategic Directions
Organisation, Responsibilities,
Resources & Documents
Hazard Management for Assets
& Operations
Activity Planning & Procedures

Failed Threat Barriers:


1 Apply Hazard Management to
new orders consulting users
2 Mechanic to trial run and
check for leaks

Implementation
Monitoring & Reporting
Audit & Review
Assure Future Compliance
Assure Future Performance

Value people because they are people (not resources).


In business-speak, people are referred to as
If we continue to call them human resources
resources
we will never think of them as people.
Resource: an item deployed to achieve an end.

Wavelength test - are we on the same wavelength?


Would you be happy for your people to do everything according to this
Red, White and Blue priority check?
Firstly, do it without danger to yourself, to others or the
environment
if you cant achieve this, youre not allowed to proceed until you can
Secondly, do it right
if you cant achieve this, dont waste time doing it wrong - youll have to
re-do it right eventually. Instead, spend the time finding out how to do it
right first time.

Lastly, do it within time and budget


if you cant achieve this, tell us immediately so we can work something
out.

All 3 are important, but the priority is not negotiable.

Summary of Essential Ingredients


If we continue to call them human resources
1.will
Content
- identify
control ALL hazards
we
never think
of themand
as people.
Hazarddanger
Event
Consequence
2.Firstly,
Humility
do it- constantly
without
remindtopeople
yourself,
theytoare
others
soft bodied
or
thewhippings
animals
The
environment
Moving
willFractured
continue
wrist,
person
at
Operator
if you cant
achieve
youre
not allowed
proceed until
you
can
3. Sincerity
- walk
thethis,
talk
or dont
wastetoeveryones
time
Permanent
until
morale
slipped & fell
grade level
Disablement
Secondly, do it right
improves!
4. Responsibility - it must be supported with real authority
to stop the job

5.

if you cant achieve


Threat:
this, dont waste time doing it wrong - youll have to
Slippery Instead, spend the time finding out how to do it
re-do it right eventually.
No
Blame culture - You cant change what you wont admit
right first time. surface

6.Lastly,
do reporting
it within time
and- budget
Written
system
track down where your system is failing
7.

if you cant achieve this, tell us immediately so we can work something


out. - peoples lives are more
People
anything else
HSEimportant
Managementthan
Process

8. A simple

Failed Threat
messageBarriers:
to remember
1 Apply Hazard
Management to
new orders
consulting users

Mission and Vision


Leadership & Commitment

in the car park


Policy and Strategic Directions
Organisation, Responsibilities,
Resources & Documents

Failed
andEscalation
at home
Barriers:

-e.g N.O.W

Hazard Management for Assets


& Operations

1 Oil drip trays


under machines

Activity Planning & Procedures

2 Provide

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