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1、Process Safety and Risk ManagementAldo MorellDirector, Safety, Health and Environment10 May, 20065/17/2006 DUPONT2The DuPont Approach to Managing Process Safety RiskFour Key Steps involving PSM applied to all Manufacturing Operations on a Global Basis:1.Establishing a safety culture2.Providing manag
2、ement leadership and commitment3.Implementing a comprehensive PSRM program4.Achieving operating excellence through operational discipline Today5/17/2006 DUPONT3 Process Safety and Risk ManagementConcept:Application of management controls to hazardous processes and operations in a way that hazards ar
3、e identified, understood, and controlled so that process-related injuries and incidents can be eliminated.Focuses on These Resources:TechnologyFacilitiesPersonnel5/17/2006 DUPONT4AuditingProcess TechnologyOperating Procedures and Safe PracticesManagement of ChangeProcess Hazards AnalysisQuality Assu
4、rancePrestart-Up Safety ReviewsMechanical IntegrityManagement of “Subtle” ChangeEmergency Planning and ResponseManagement of ChangeIncident Investigation and ReportingContractor Safety and PerformanceTraining and PerformanceProcess Safety and Risk Management ModelMANAGEMENT LEADERSHIP Category C are
5、 used for trends/key learningsCategory A - 130 points or more CEO reporting - w/in 24 hrsCategory B - 75-125 pointsCorporate reporting - w/in 72 hrs Category C - 50-70 pointsCorporate reporting - when report is completed5/17/2006 DUPONT15 Classification (Scoring) Model Ten (10) key parameter with Sc
6、ale of 0-220 pts Site and business is accountable to score and report Automatic Category A criteria (injuries, off site, $s) Incident Investigation team random review of incidents for proper evaluation (15%) 2nd party audits also evaluate incidents/scoring Incident scoring parameters include:Type of
7、 material (hazard) Actual on site impactQuantity releasedPotential on site impact Potential quantity Actual off site impactDegree of controlPotential off site impactFunctionality of safety devices Monetary impact5/17/2006 DUPONT16 Corporate PSM MetricsLagging/Trailing Number of Category A and B PSM
8、incidents Number of process related LWCs Elements of PSM requiring improvement in reported incidents Costs associated with PSM incidentsLeading Second Party PSM Audits completed vs schedule Trends in scores of PSM audits (composite and by element) HTM Audits completed vs schedule Open and overdue 2n
9、d party audit recommendations (data reporting every 6 months) Category C incident trends Completion of PSM Network COTs (annual) Status of integration plans/goals for new acquisitions Review and revision of internal standards per schedule5/17/2006 DUPONT17RECENT HISTORY - PROCESS INCIDENTS (75 point
10、s or more)0204060801001201401601802001995 1996 1997 1998 1999 2000 2001 2002 2003 20045/17/2006 DUPONT180OSHA PSMPSM-1 PSM IIPS M-3HTM SGCScored AuditsPSM ChampMIQA ManAudit Guide +Scored IncsBus IntegPSM LHOsPHA + GuideOper DiscipProc TechEPA RMPISP79/869294 95/9696979899Cons Analy GuideDow Guide00
11、41:summitExothermsToxic GasesRising TemperaturesOverpressuresVessel RupturesFiresExplosionsFlammablesCombustiblesSeveso ISeveso IIRunaway ReactionCorrosiveThermal HazardsVapor CloudsRotating EquipmentAsphyxiationStored EnergyFac. SitingPiping FailuresSix SigmaZIP0001PSM is a Journey, not a destination, focused on continuous improvement risk reduction, and injury prevention !PSM Journey to the Summit!
