3-Saral Safety Excellence Presenatation

Safety Excellence
Saral Six Sigma And Business Solutions Pvt Ltd
Saral Six Sigma & Business Solutions Pvt. Ltd

Cause of Injuries
Unsafe Conditions 5-10%
Unsafe Acts 90-95%

OSHA Metrics : Injury vs BBS Consulting
Fortune 200
Manufacturing
Firms

Good Safety = Good Business

Lean Behavioral Safety
deals with –

Lean Behavioral Safety
deals with –

Safety Management
A Continuous Improvement Process
• Look at & Define your present plan

• Find out what needs improvement, develop and analyze the
existing measurements
• 3. Develop and Analyze the Solutions as an Action Plan
• 4. Implement the required changes through pilots
• 5. Develop Control plans & Audit for Sustainability

Safety Management System

Impacting All Domains of Attitude Formation: -
Building Durable Changes in Attitudes and Actions
Active Involvement
is the Key - It is
a Natural Component

Common Elements of a Safety Program
– Audit or observation program
– Incident investigation system
– Training
– Involvement of entire organization
– Management commitment

Our Beliefs
– All injuries can be prevented.
– All injuries, accidents, incidents, abnormalities,

special causes must be reported & Investigated
immediately.

Characteristics of a Good Organization
– Maximum involvement.
– Analysis and judgement at all levels.
– Information flows up.
– Information flows down.
– All branches and levels work together.

Iceberg
Fatalities
Lost Time Injuries
Medical Treatment
First-Aid Cases
Supply Chain Interruptions

Lost Sales, customers
Damage to reputation in marketplace
Cost of repair/replacing facilities
Human cost both on and off-site
Fines and penalties
Unsafe Acts
Unsafe Conditions

Continuous Improvement Plan
Future
2 1. Where are you now?

2. Where do you want to go?
4
Current
3. What’s in the way?
4. What are your plans to
overcome the barriers?
Barriers

Lean BBS
• Lean BBS is a modified implementation of Traditional BBS
that utilizes aspects of performance and quality systems
to drastically reduce the typical internal resource
requirements of a BBS process
• Lean BBS focuses on leveraged use of resources
• This leaner model is as easy to implement as the

packaged programs and as powerful as the original
versions of BBS

Traditional BBS Process

Lean BBS Process

Approach of Lean BBS…

Fundamental of Lean BBS
• Lean BBS was founded on the business philosophy of
achieving maximum results with minimal expenditure of
resources.
• Borrowing proven techniques from Lean

Manufacturing™, Six Sigma™, and experiences from
hundreds of successful BBS implementations
• Lean BBS has proven to be an efficient approach to an

effective process.

Advantages of Lean BBS
• Lower Internal Resource Requirements
• Lower Cost
• Shorter Start-
Start-up
• Better Results in Shorter Time
• Broader Distribution of Information
• Less Disruption to Operations
• Less Resistance from Workers and Unions

Comparison – Traditional/Packaged/Lean BBS

Process Safety Management
What is PSM?
Application of management controls & systems to operations
involving hazardous materials in a way that process hazards are
identified, evaluated, understood, & controlled so that process-
related injuries and incidents can be eliminated.
Focuses on These Resources:
Technology
Facilities
Personnel

Hazards
• An inherent physical or chemical characteristic that has the
potential for causing harm to people, the environment, or property1
• Hazards are intrinsic to a material, or its conditions of use
• Examples
– Hydrogen sulfide – toxic by inhalation
– Gasoline – flammable
– Moving machinery – kinetic energy, pinch points
1 AICHE Center for Chemical Process Safety

Impact of Process Safety
Process Safety Incidents Result in

• Damage to Company/Organization
Brand/reputation Cost of repair/replacing facilities
• Supply Chain Interruptions
• Lost Sales, customers
• Human cost both on and off-site
• Fines and penalties

Managing Risk LF/HC
No Future
2. Implement
PSRM here !
Consequence
LF/LC HF/LC
1. Implement a
Safety
“The culture
Goal is
Zero”
Frequency

Hazard Management:
The World as It Was Before
• Good people… doing good things

• All Processes, Operations, Systems has Risks and Hazard….
• We need to Identify, Evaluate & Mitigare the Risks and Hazard
• The IEM process has to be a continuous process..and will drive

us towards a Proactive, Predictive and Preventive way of Risk
Management

The Rising Case for Change
1984 – Bhopal, India – Toxic Material (MIC) Released HAZARD:
Highly Toxic
– 2,500 immediate Methyl Isocyanate
fatalities; 20,000+ total
– Many other offsite

injuries

HAZARD:
The Rising Case for Change Flammable LPG
in tank
• 1984 – Mexico City, Mexico –Explosion

– 300 fatalities
(mostly offsite)
– $20M damages

The Rising Case for Change HAZARD:
Flammable
ethylene/isobutane
vapors in a 10” line
• 1989 – Pasadena, TX – Explosion and Fire
– 23 fatalities, 130 injured; damage
$800M+

Process Safety Management… As a Federal Regulation
• Integral part of OSHA Occupational Safety and Health
Standards since 1992
• Known formally as: Process Safety Management of

Highly Hazardous Chemicals (29 CFR 1910.119)
• PSM applies to most industrial processes containing

10,000+ pounds of hazardous material

In a Few Words, What is PSM?
• The proactive and systematic
identification, evaluation, and
mitigation or prevention of
chemical releases that could occur
as a result of failures in process,
procedures, or equipment
• PSM is not a Paper based or

showcase for Certification
system….
• IT IS ACTION BASED SYSTEM
• ….WALK what you TALK

Process Safety deals with prevention of this -

Some industrial key accidents
• Flixborough (6/74) 28 fatalities - $167MM
• Seveso (7/76) Contaminated countryside
• Mex. City (11/84) 550+ fatalities - $26MM
• Bhopal (12/84) 3M+ fatalities - 200M affected
• Chernob. Nuc. Plt. (4/86) 31 fatalities - 300 mi2 evacuated
• Piper Alpha Plat. (7/88) 165 fatalities
• Pasadena, Tx. (11/89) 23 fatalities - $797MM
• Channelview, Tx. (7/90) 17 fatalities - $14MM
• Pemex, Mexico (7/96) Multiple fatalities - $253MM

$8MMM loss to economy
• Toulouse, France (9/01) 29 Fatalities

20,000 homes damaged
* Large property damage losses (17th edition); M&M Protection

Consultants; 1166 Avenue of the Americas, NY, NY 10036
Process Safety Management… Evolution
In recent years, a number of catastrophic accidents
within the chemical industry has drawn the attention of
Government and General Public...
What can be done to ensure that industry is safe for the
employees and the surrounding community? Hig
OSHA and industry representatives worked together
developing a program
This 1992 US law required all manufacturing industry to
comply in an effort to design safety into every process
used in manufacturing a product.
OSHA regulation (29 CFR 1910.119 Process Safety
Management of Highly Hazardous Materials).

Process Safety Management… Evolution
In Europe the disaster in Seveso (Italy) by

which dioxine was released in the environment , Hig
triggered in 1982 a European legislation (Seveso
directive) which in 1999 was amended to Seveso
II directive for the chemical process industry
This Seveso II directive is now translated into

local laws in the 15 membership states of the EU

Process Safety Management… Segments
Our PSM Methodology
Segments address different parts of
manufacturing a product.
Procedures are in place to ensure that

reviews, audits, and updating of information
will take place.
As a Process Safety Management Program,

all 14 Elements are dependent on each other in
making our manufacturing processes safe.
The fourteen Elements are grouped in three

main segments:
1) TECHNOLOGY
2) FACILITIES
3) PERSONNEL

Process Safety Management Elements
There are 14 Elements in the Process Safety
Management regulation, and they are:
1) Process Technology
2) Process Hazards Analysis
3) Operating Procedures and Safe Work
Practices
4) Management of Change - Technology
5) Quality Assurance
6) Mechanical Integrity
7) Pre-Startup Safety Reviews
8) Management of "Subtle" Changes
9) Personnel Training and Performance
10) Contractor Safety and Performance
11) Management of Change - Personnel
12) Incident Investigation and Communication
13) Emergency Planning and Response
14) Auditing

Process Technology
Hazards of Material
Process Design Basis
Equipment Design Basis

Process Hazard Analysis
• Identify
• Document hazard analysis:
– Nature of the hazard
• Evaluate – Cause of the hazard
– Consequences of the hazard
• Control – Actions to be considered to
further protect personnel
• PHA = PHR + CA + FS + HF + ISP
• Document follow-
follow-up steps based
on recommendations

Hazard Pyramid
Fatal
Majors
(LWCs and RWCs)
Medical Treatment
Near-Misses or First Aid

Hazards
- Unsafe Acts
- Employee-Created
Unsafe Conditions

Our effort will be to-
to-
Near-Misses or First Aid Near-Misses or

First Aid
Hazards- Unsafe Acts
Hazards- Unsafe Acts

…shrink the height by
establishing inherently safer
processes and practices
Shrink the base by eliminating
unsafe behaviours and …

Safety Excellence Benchmark Elements
Visible, “Felt” Management Commitment

Safety Policies and Principles Leadership
Challenging Goals and Plans Elements
High Standards of Performance
Supportive Safety Personnel

Safety as a Line Organisation Responsibility Organisational
Integrated Organisation for Safety Elements
Progressive Motivation
Process Safety Information

Process Risk Analysis Technology
Management of Change – Elements
Technology

Safety Excellence Benchmark Elements
• Quality Assurance
• Pre-Startup Safety Reviews Facilities
• Mechanical Integrity
• Management of Change – Facilities Elements
• Effective Communication
• Effective Audits and Re-
Re-evaluation
• Continuous Safety Training & Development Operational
• Injury & Incident Investigations and Reports
Control Elements
• Contractor Safety Management
• Emergency Planning & Response
• Management of Change - Personnel

• OSHA1910.119
– Applies to a listed toxic chemical at or above a specified
quantity
– 10,000 pounds of flammable liquid or gas, except fuels
• PSM is also applied in whole or in part to other hazards

– Non
Non--regulated hazards
– Electrical Hazards
– Lower Hazards, as steam, extrusion operations, conveying, etc.
– Laboratories and Pilot Plants
• We have expanded the program to include

– Management of Change - Personnel
– Operational Discipline

Our Approach to PSM - A Four Step Process
• 1. Establishing a Safety Culture
– demonstrated commitment to core values in safety, health, and
environmental issues
– organizational policies, metrics, and day to day decision making
– safety priorities do not conflict with other priorities, but recognized
as necessary to complete tasks the right way
• 2. Providing Management Leadership and Commitment

– visible throughout the organization
– policies that set high expectations
– provide resources
– actions at all levels support and reinforce strong safety programs
and accountability

Making PSM Work - A Four Step Process
• 3. Implement a PSM Program
– comprehensive where required by regulation
– exceed when it makes good business sense
– apply in whole or in part to other operations consistent with
commitment
• 4. Achieve Excellence through Operating Discipline

– dedication and commitment by every member of the
organization to carry out each task the right way every time

Approach to PSM
Step 1 Step 2

Implementation Assistance
• Coaching, Consulting and Guidance in areas that may include
Review and revision of Safety Policy.

Personal safety action plans/coaching for key management team
members.
Development of Safety Principles.
Establish Safety Goals and Objectives as part of business plan.
Safety Organisation (Steering Committees and Sub Committees).
Operating Procedures and Safe Work Practices.
Rewards, Recognition and Consequence Management Incident
Investigation

Approach to PSM – Step 3

Approach to PSM – Step 4

Process Safety Management Essential Elements
Process
Auditing Technology Operating
Procedures and Safe
Emergency Planning Practices
and Response
Management of Change Management of
Change
Incident Investigation
and Reporting Process Hazards
Analysis
Contractor Safety
and Performance
Quality Assurance
Training and
Performance
Management of Prestart-Up Safety

“Subtle” Change Reviews
Mechanical Integrity

The Process Safety Management Funnel
Management Systems
All Hazards
Basic Safety
+
PSM Lower Hazards
Lower Hazards
+
High Hazards PSM High Hazards
+
The Few Very High Hazards Highly Toxic Materials
Requirements Advanced Risk
Analyses, etc.

Client’s List
• Orchid Chemicals
• Transchem
• HZL
• Al SHAHEEN
• SKF
• DISH
• ITC
• COCA COLA
• RELIANCE INDUSTRIES
• TAMKEEN BAHRAIN
Ashok Ramaswamy ( MD .. Saral Six Sigma & Business Solutions Pvt. Ltd)
was personally involved in implementing the BBS and PSM successfully at..
DuPont, Tata Steel, Tata Mines, Orchid Chemicals, Reliance Industries Ltd, Indian
Oil Corporation, Chevron etc… he is one of the experts in the Training &
Implementation of the PSM, PHA, BBS… has written many standards for DuPont
w.r.t PSM and BBS. He has carried out over 50 PHA’s for High Hazard Processes
and was heading the manufacturing of the Most Hazardous Plant in DuPont
without any incidents for over 9 years…..
Our Proverb
You get the level of excellence

you demonstrate
………..you want!
Thanks……..

3-Saral Safety Excellence Presenatation

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Safety Excellence

Saral Six Sigma And Business Solutions Pvt Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Unsafe Conditions 5-10%

Unsafe Acts 90-95%

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

A Continuous Improvement Process

• Look at & Define your present plan

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

– Incident investigation system

– Involvement of entire organization

Saral Six Sigma & Business Solutions Pvt. Ltd

– All injuries can be prevented.

– All injuries, accidents, incidents, abnormalities,

Saral Six Sigma & Business Solutions Pvt. Ltd

– Analysis and judgement at all levels.

– Information flows up.

– Information flows down.

– All branches and levels work together.

Saral Six Sigma & Business Solutions Pvt. Ltd

Supply Chain Interruptions

Saral Six Sigma & Business Solutions Pvt. Ltd

2 1. Where are you now?

Saral Six Sigma & Business Solutions Pvt. Ltd

• Lean BBS focuses on leveraged use of resources

• This leaner model is as easy to implement as the

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

• Borrowing proven techniques from Lean

• Lean BBS has proven to be an efficient approach to an

Saral Six Sigma & Business Solutions Pvt. Ltd

• Less Resistance from Workers and Unions

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

1 AICHE Center for Chemical Process Safety

Saral Six Sigma & Business Solutions Pvt. Ltd

Process Safety Incidents Result in

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

• Good people… doing good things

• We need to Identify, Evaluate & Mitigare the Risks and Hazard

• The IEM process has to be a continuous process..and will drive

Saral Six Sigma & Business Solutions Pvt. Ltd

– Many other offsite

Saral Six Sigma & Business Solutions Pvt. Ltd

• 1984 – Mexico City, Mexico –Explosion

Saral Six Sigma & Business Solutions Pvt. Ltd

Saral Six Sigma & Business Solutions Pvt. Ltd

• Known formally as: Process Safety Management of

• PSM applies to most industrial processes containing

Saral Six Sigma & Business Solutions Pvt. Ltd

• PSM is not a Paper based or

• IT IS ACTION BASED SYSTEM

• ….WALK what you TALK