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Journal articles on the topic 'Process Safety Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Reinten, Ron. "Esso Australia's process safety management process." APPEA Journal 49, no. 2 (2009): 570. http://dx.doi.org/10.1071/aj08043.

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Safety is a core value at Esso Australia. We strive to observe the highest standards of safety to ensure that nobody gets hurt in our operations. We believe this goal can be achieved through a broadly shared commitment to personal and process safety—both of which are managed using our operations integrity management system (OIMS). In the Gippsland region of Victoria, Esso Australia operates oil and gas production facilities ranging from sub-sea completions to substantial staffed offshore facilities, an onshore crude stabilisation, three gas processing plants and a natural gas liquids fractionation plant, all interconnected by a network of offshore and onshore pipelines. Every day Esso’s Gippsland operations produce millions of litres of crude oil and millions of cubic meters of natural gas. Having all this fuel energy flowing through these plants each day at high pressures, and widely ranging temperatures, it is imperative that it is safely controlled and contained by the process equipment. How do we do this? With process safety systems. Process safety is a crucial component of OIMS that ensures Esso’s assets are operated and maintained in keeping with corporate and industry safety standards. In this presentation we show how process safety is managed within OIMS and how the people within Esso individually and collectively contribute to it. Our work in this area has recently been captured in a training package that includes a DVD shown at the conference. It was created to raise the awareness and understanding of all Esso employees about the principles that underpin Esso’s approach to process safety. This abstract outlines how we approach process safety across the life-cycle of our facilities and the role people play in managing this very important aspect of our work. Our training reinforces the message that responsibility for effective management of process safety lies with every employee and how OIMS is designed to assist people to achieve the desired results where all risks are appropriately managed. We have sought to connect the concepts used to manage personal safety, which are well understood by the workforce, with those that are needed to understand how to manage process safety.

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2

Sweeney, Joseph C. "Measuring process safety management." Plant/Operations Progress 11, no. 2 (April 1992): 89–98. http://dx.doi.org/10.1002/prsb.720110213.

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3

Langerman, Neal. "Expand Process Safety Management." Journal of Chemical Health and Safety 22, no. 2 (March 2015): 41–42. http://dx.doi.org/10.1016/j.jchas.2015.01.009.

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4

Aziz, H. Abdul, A. Mohd Shariff, and R. Rusli. "Managing process safety information based on process safety management requirements." Process Safety Progress 33, no. 1 (June 7, 2013): 41–48. http://dx.doi.org/10.1002/prs.11610.

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5

Kumar, Sushil. "Evolution of Process Safety Management." Indian Chemical Engineer 56, no. 1 (January 2, 2014): 61–70. http://dx.doi.org/10.1080/00194506.2013.851864.

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6

Goddard, Sheryl. "Preparing for process safety management." Process Safety Progress 31, no. 4 (October 29, 2012): 355–58. http://dx.doi.org/10.1002/prs.11532.

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7

Barrish, Robert A. "Process safety management in Delaware." Process Safety Progress 12, no. 2 (April 1993): 115–17. http://dx.doi.org/10.1002/prs.680120210.

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8

Stricoff, R. Scott. "Implementing process safety management systems." Process Safety Progress 13, no. 1 (January 1994): 21–22. http://dx.doi.org/10.1002/prs.680130114.

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9

Stricoff, R. Scott. "Implementing process safety management systems." Plant/Operations Progress 9, no. 4 (October 1990): 236–37. http://dx.doi.org/10.1002/prsb.720090410.

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10

Burk, Arthur F., and William L. Smith. "Process safety management within Dupont." Plant/Operations Progress 9, no. 4 (October 1990): 269–71. http://dx.doi.org/10.1002/prsb.720090419.

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11

Langerman, Neal. "Lab-scale process safety management." Journal of Chemical Health and Safety 16, no. 4 (July 2009): 22–28. http://dx.doi.org/10.1016/j.jchas.2008.09.013.

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12

Khan, Aadil, Fereshteh Sattari, Lianne Lefsrud, and Modusser Tufail. "Enhancing regional process safety management." Journal of Loss Prevention in the Process Industries 71 (July 2021): 104444. http://dx.doi.org/10.1016/j.jlp.2021.104444.

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13

Antony, Andrew. "Santos: The process safety management journey." APPEA Journal 49, no. 2 (2009): 571. http://dx.doi.org/10.1071/aj08044.

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Over the past five years Santos has introduced a new management discipline called process safety. This has been achieved through formalising existing practices, particularly around reliability and maintenance strategy, as well as benchmarking against industry leaders to introduce other aspects such as process safety awareness, design and operating philosophies. During the early 2000s Santos was focussed on establishing a company-wide environmental health and safety management system (EHSMS) and programs to build a safe and environmentally conscious culture. For the first two revisions of its operation, the EHSMS contained safety standards relating to personnel hazards such as heat, driving, heights and chemicals. A vigorous audit program was introduced to assist all operating sites and activities, improving their systems to effectively manage environment, health and safety risks. Santos now recognises that the establishment of a process safety culture involves five key aspects: the right platform to build upon; a separate identity, with specific standards defining requirements; effective integration into existing processes; audits dedicated to process safety that identify a baseline to measure against; and, monitoring processes and personnel safety performance with equal interest.

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14

Vaughen, Bruce K., and Trevor A. Kletz. "Continuing our process safety management journey." Process Safety Progress 31, no. 4 (August 28, 2012): 337–42. http://dx.doi.org/10.1002/prs.11515.

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15

Wincek, John, Luís Sávio Sousa, Molly R. Myers, and Henry Ozog. "Organizational change management for process safety." Process Safety Progress 34, no. 1 (June 17, 2014): 89–93. http://dx.doi.org/10.1002/prs.11688.

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16

Aziz, Hanida Abdul, Azmi Mohd Shariff, and Risza Rusli. "Interrelations between process safety management elements." Process Safety Progress 36, no. 1 (April 1, 2016): 74–80. http://dx.doi.org/10.1002/prs.11824.

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17

Hawksley, J. L. "Process safety management: A U.K. approach." Plant/Operations Progress 7, no. 4 (October 1988): 265–69. http://dx.doi.org/10.1002/prsb.720070414.

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18

Young, Clyde W. "Process Safety Management and Water Treatment." Opflow 22, no. 6 (June 1996): 1–5. http://dx.doi.org/10.1002/j.1551-8701.1996.tb00551.x.

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19

Wang, Haibing, and Zhuqing Li. "Safety Management of Coal Mining Process." IOP Conference Series: Earth and Environmental Science 598 (November 25, 2020): 012005. http://dx.doi.org/10.1088/1755-1315/598/1/012005.

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20

Eljack, Fadwa, and Monzure-Khoda Kazi. "Process safety and abnormal situation management." Current Opinion in Chemical Engineering 14 (November 2016): 35–41. http://dx.doi.org/10.1016/j.coche.2016.07.004.

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21

Early, William F. "Database management systems for process safety." Journal of Hazardous Materials 130, no. 1-2 (March 17, 2006): 53–57. http://dx.doi.org/10.1016/j.jhazmat.2005.07.039.

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22

Black, Derrick, Elizabeth Hull, and Ken Jackson. "Combining a Safety Management Process with a Safety Framework." Intelligent Information Management 02, no. 04 (2010): 233–42. http://dx.doi.org/10.4236/iim.2010.23028.

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23

Black, Derrick, Elizabeth Hull, and Ken Jackson. "Combining a safety management process with a safety framework." IEEE Engineering Management Review 39, no. 4 (2011): 103–13. http://dx.doi.org/10.1109/emr.2011.6093892.

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24

Amyotte, Paul R., Attiq U. Goraya, Dennis C. Hendershot, and Faisal I. Khan. "Incorporation of inherent safety principles in process safety management." Process Safety Progress 26, no. 4 (2007): 333–46. http://dx.doi.org/10.1002/prs.10217.

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25

Chen, Mingliang. "Process Safety Knowledge Management in the Chemical Process Industry." American Journal of Chemical Engineering 4, no. 5 (2016): 131. http://dx.doi.org/10.11648/j.ajche.20160405.16.

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26

Lee, Joo Yeob, Keun Won Lee, Kyu-Jung Kim, and Tae-Ok Kim. "A Study on Improvement of Safety Management in Subcontractor through Process Safety Management." Journal of the Korean Institute of Gas 19, no. 4 (August 31, 2015): 15–21. http://dx.doi.org/10.7842/kigas.2015.19.4.15.

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27

Lee, Yong Sik, Jin Woo Lee, and Yun Jong Lee. "Development of the Process Mapping for the Radiation Safety Management." Journal of Radiation Protection and Research 38, no. 3 (September 30, 2013): 149–56. http://dx.doi.org/10.14407/jrp.2013.38.3.149.

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28

An, Jing Wen, Ying Liu, and Jian Xia Huo. "Coal Enterprise Safety Management Process Based on the Process Management of Performance Excellence Model." Applied Mechanics and Materials 730 (January 2015): 323–26. http://dx.doi.org/10.4028/www.scientific.net/amm.730.323.

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Currently, accelerating the construction of quality have already been the vital issue in China. Facing the environment limitation and strong market competition, the coal mine industry should try to improve the quality, efficiency and level by enhancing the process management. Coal mine industry is a high-risk industry, the specification of coal enterprises safety management process is vital. This paper took a coal enterprise as example, and combined the characteristics of its operating to analyze and optimize the safety management process. This paper is expected to prove a guidance and assistance on improving the safety management for China coal mine enterprises.

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29

Rodrigues da Silva, Jacks, David Barbosa de Alencar, Alexandra Priscilla Tregue Costa, and Antônio Estanislau Sanches. "Work Safety Management for Optimization Production Process." International Journal for Innovation Education and Research 7, no. 11 (November 30, 2019): 371–79. http://dx.doi.org/10.31686/ijier.vol7.iss11.1890.

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The safety at work of employees is not always viewed with due importance. However, with the help of technology, such as E-social, the government system that organizes companies to communicate in a unified way as information for their employees, it executes with whom employers comply with strict safety standards. The main objective of this article is to demonstrate that occupational safety management improves accident rates in the company through actions on enforcement methods that are the basic causes of accidents. What's more, quality, management, costs and other values are better through behavioral changes. Within the Thematic service, we seek or develop conscientious and motivated employees, as a safe environment must be in place to support safe working employees. Therefore, after the implant or safety management system, you can reduce a satisfactory reduction of work accidents and get good results in the production process.

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30

Kretchik, Joe T. "Process safety management of highly hazardous chemicals." Chemical Health and Safety 7, no. 5 (September 2000): 44. http://dx.doi.org/10.1016/s1074-9098(00)00131-3.

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31

Mason, Eileen. "Elements of process safety management: part 1." Chemical Health and Safety 8, no. 4 (July 2001): 22–24. http://dx.doi.org/10.1016/s1074-9098(01)00214-3.

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32

Mason, Eileen. "Elements of process safety management: Part 2." Chemical Health and Safety 8, no. 5 (September 2001): 23–26. http://dx.doi.org/10.1016/s1074-9098(01)00239-8.

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33

Hector, D. Puyosa P. "Knowledge Management applied to Chemical Process Safety." IFAC Proceedings Volumes 45, no. 6 (May 2012): 1011–16. http://dx.doi.org/10.3182/20120523-3-ro-2023.00260.

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34

HAGGIN, JOSEPH. "Chemical Process Safety Emphasis Shifts to Management." Chemical & Engineering News 68, no. 25 (June 18, 1990): 19. http://dx.doi.org/10.1021/cen-v068n025.p019.

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35

Van Hemel, Susan B., Edward M. Connelly, and Paul M. Haas. "Management and Organizational Indicators of Process Safety." Proceedings of the Human Factors Society Annual Meeting 35, no. 13 (September 1991): 908–12. http://dx.doi.org/10.1177/154193129103501303.

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36

WU, Hao, Igor PEÑARRUBIA, Lin CUI, and Jinsong ZHAO. "Process safety management considerations for biofuel production." Frontiers of Engineering Management 4, no. 3 (2017): 357. http://dx.doi.org/10.15302/j-fem-2017025.

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37

Forest, Jerry J. "Management discipline: Defining a process safety strategy." Process Safety Progress 33, no. 2 (October 29, 2013): 162–65. http://dx.doi.org/10.1002/prs.11642.

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38

Chosnek, Jack, and Ricky Clifton. "Improved process safety management and simple metrics." Process Safety Progress 27, no. 4 (December 2008): 284–88. http://dx.doi.org/10.1002/prs.10273.

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39

Sepeda, Adrian L. "Auditing process safety management in four levels." Process Safety Progress 28, no. 4 (June 17, 2009): 343–46. http://dx.doi.org/10.1002/prs.10334.

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40

Collins, Robert L. "Process safety management-What is your goal?" Process Safety Progress 29, no. 3 (March 24, 2010): 270–72. http://dx.doi.org/10.1002/prs.10382.

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41

Paradies, Mark. "Has process safety management missed the boat?" Process Safety Progress 30, no. 4 (October 10, 2011): 310–14. http://dx.doi.org/10.1002/prs.10496.

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42

Snowball, David, and Ian Travers. "“Go out and lead”: Process safety management." Process Safety Progress 31, no. 4 (October 5, 2012): 343–45. http://dx.doi.org/10.1002/prs.11523.

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43

Knowlton, R. E. "Dealing with the process safety“management gap”." Plant/Operations Progress 9, no. 2 (April 1990): 108–13. http://dx.doi.org/10.1002/prsb.720090210.

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44

Toth, William C. "Process safety management implementation at small locations." Plant/Operations Progress 9, no. 4 (October 1990): 244–45. http://dx.doi.org/10.1002/prsb.720090413.

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45

Rusko, Miroslav, and Dana Procházková. "Role of Process Models in Safety Management." Research Papers Faculty of Materials Science and Technology Slovak University of Technology 18, no. 28 (January 1, 2010): 131–39. http://dx.doi.org/10.2478/v10186-010-0016-0.

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Role of Process Models in Safety Management Management is a type of human activity that establishes and ensures the system functions. The process models and project models are currently used for management support. Main aim of the process model is to describe the possible development tendencies as a consequence of certain phenomenon and to define functions and role of functions. The process models enable to compile procedures and scenarios for the situations that have similar features. They are suitable for planning, response and renovation. In this paper, we present the risk management model used at present in professional practice, two simple models from daily practice and the evaluation of process models for crisis management.

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46

Comyns, Alan E. "Guidelines for auditing process safety management systems." Zeolites 13, no. 5 (June 1993): 408. http://dx.doi.org/10.1016/0144-2449(93)90159-z.

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47

Lahti, Leslie. "Guidelines for implementing process safety management systems." Journal of Hazardous Materials 40, no. 1 (January 1995): 111–12. http://dx.doi.org/10.1016/0304-3894(95)90022-5.

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48

Matouq, Mohammed. "Process Safety Management Strategies and Risk Assessment." Volume 4 issue 2 4, no. 2 (August 1, 2021): 52–61. http://dx.doi.org/10.48103/jjeci472021.

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The benefits of achieving excellent process safety prevent or mitigate incidents. Well, the decision-making process has a benefit on risk reduction. This paper guides how an effective system can be established to develop methods and models for mandatory safety and a healthful workplace. The success of health and safety management depends on the discipline, commitment, and participation of all employees to ensure the success of management strategies and ensure the reduction of significant risks. The sustainability challenges are increasingly by evaluating risk and process safety due to the differences in the knowledge and experiences. Failure Mode and Effective Analysis (FMEA) combined with risk management principles provide an overall assessment to express the deviation that might occur in the process before failure and distinguish the importance of risk factors. This article intended to provide a method for integrating an organization's safety and health regardless of its size and work contributed to regulations and requirements. The benefits to implementing this model in the company will show returns in the investment. The main challenges include identification and discussion of the potential risks, in addition, to the collaborative of researchers between environmental protection and process system leading to the reliability and better understanding of the existing safety concepts.

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49

Abdul Majid, Noor Diana, Azmi Mohd Shariff, and Risza Rusli. "Process Safety Management (PSM) for managing contractors in process plant." Journal of Loss Prevention in the Process Industries 37 (September 2015): 82–90. http://dx.doi.org/10.1016/j.jlp.2015.06.014.

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50

Abdul Aziz, Hanida, and Azmi Mohd Shariff. "A Journey of Process Safety Management Program for Process Industry." International Journal of Engineering Technology and Sciences 4, no. 2 (December 29, 2017): 119–27. http://dx.doi.org/10.15282/ijets.8.2017.1.10.1085.

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The growth of process industries and global economies are dependent on technology advances and innovations. However, the effects of these advancements often lead to more complex processes and comparatively severe operating conditions such as high pressure, temperature and reactive chemical with exotic chemistry. With the rapidly increasing scale and complexity of the process, it is becoming harder to control accidents in process plants. In most of the past situations, it appears that accidents could not be controlled solely by engineering practices and traditional occupational safety but should be immersed with safety management programs specifically Process Safety Management (PSM) to enhance the effectiveness of technical solutions. This paper addressed PSM program as stipulated by OSHA 29 CFR 1910.119. The PSM standard was implemented following a number of disasters, including accidents in Bhopal, India (1984) and Pasadena, Texas (1989). In Malaysia, Control of Industrial Major Accident Hazards (CIMAH) 1996 Regulation which has the requirements attribute to PSM standard also discussed.

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