Professional Documents
Culture Documents
PHIL EAMES
Elsevier
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Notices
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ISBN: 978-0-323-91726-1
To Amanda
For her patience and support throughout the writing of this book.
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Contents
Preface xi
Acknowledgements xiii
1. Introduction 1
1.1 Reputation and reality 1
1.2 Why this book? 2
References 6
vii
viii Contents
5. Facilitate! 107
5.1 The role of facilitator 109
5.1.1 Ground rules 109
5.2 Group dynamics 112
5.3 Team development 113
5.4 Individual communication styles 116
5.5 Facilitation skills 118
5.5.1 Facilitation skills for HAZOP leaders 118
5.5.2 Some techniques to apply in HAZOP 121
5.6 Consensus and disagreement 124
5.7 Dysfunctional behaviour 128
5.7.1 HAZOP leader behaviour 129
5.7.2 Role-induced behaviours 131
5.7.3 Dealing with dysfunctional behaviour 133
5.8 Crisis? What crisis? 135
References 138
Appendices 173
List of abbreviations 241
Index 243
Preface
xi
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Acknowledgements
xiii
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CHAPTER 1
Introduction
1.1 Reputation and reality
Since its introduction in the UK chemical industry in the late 1960s the
use of Hazard & Operability (HAZOP) Study has expanded across all sec-
tors of the process industries and all parts of the world, so that today it is
the pre-eminent hazard identification tool used in process hazards analysis.
Very few reputable organisations would undertake the development of a
new process facility today without undertaking a HAZOP study during
the detailed design phase of the project; many organisations have applied
HAZOP retrospectively to their processes and, indeed, revalidate or
repeat studies on a regular basis throughout the life of their facilities.
The technique has established an impressive reputation as an effective
methodology for the identification of process hazards. But what is the
reality? How effective is it? The answer is that we don’t really know,
because the effectiveness of a HAZOP the extent to which it identifies
and describes all the hazards is difficult, if not impossible, to measure.
But what we do know is that there is evidence to suggest that we
may have become complacent about how effective it is. Fig. 1.1, in which
the overarching term process hazards analysis includes HAZOP, is
based on an analysis of the causes of the 100 largest ever process industry
loss events [1].
It shows that in more than half of the largest loss events in the short
history of the process industries there were weaknesses in the management
systems designed to identify process hazards. Having seen such weaknesses
at close hand throughout my career in operations and process safety,
I would suggest that there is no room for complacency.
Because HAZOP is a facilitated group exercise to identify process
hazards in a creative way, it is self-evident that the effectiveness of the
application of the methodology is heavily dependent on the facilitator of
the study: you, the HAZOP leader.
This book is designed specifically to help HAZOP leaders plan and
execute successful HAZOP studies, based on many years of experience of
Figure 1.1 Process hazards analysis failure featured in 59% of major loss events [1].
and guiding them through, what you hope, will be a thorough and effec-
tive study. You are happy with the meeting room and you have checked
out the projector. This has calmed the nerves a bit, but you know how
important the team is to the success of the study, so you are hoping that
they’ll arrive enthusiastic and well-prepared. You want to make a good
impression right from the start.
Ten minutes before the agreed starting time for the meeting, the first
team member arrives. Your relief is palpable; maybe we’ll make an effi-
cient, on-time start! As you approach the newly arrived team member
you watch her disinterestedly sit down and take out her phone. You
approach and, with a short cough to get her attention, introduce yourself
as energetically as possible as the HAZOP leader. She smiles politely and
greets you with her name, but then her attention starts to move back
towards her phone. To try and prevent this you start a conversation.
‘Have you done much HAZOP work before’?
‘Yeah, we have to do them for all the projects we do, so I’ve had to come to
meetings from time to time’.
‘How have you found the experience’?
‘Pretty boring really, but I suppose it’s necessary. How long is this one meant to
take? I’ve got some important work going on right now an another project’.
‘I’ve estimated that we should be able to do it in about 10 days of meetings’.
‘Oh, really? (slight sigh of disappointment). . .10 days, as much as that’?
‘Yes, we need to make sure we do as good a job as possible’.
‘You sound like you enjoy it. You do a lot of this then’?
‘Yes, I spend about half of my time on HAZOP facilitation. I do enjoy it’.
‘Wow, I don’t know how you can do it. . .’
Here we go again. . .it looks like this study is going to be another chal-
lenge in terms of motivating the team to achieve an effective outcome.
It’s a challenge that HAZOP leaders face on a regular basis.
Over many years’ experience in a wide variety of organisations I know
that HAZOP leaders have experienced this type of reaction on many
occasions. It concerns me because it suggests a lot of people consider
HAZOP to be boring: a necessary evil that we have to undergo from
time to time to meet the requirements of the process safety management
system or get to the next stage of the project. Worse, it could be indica-
tive of lack of value for the technique. It is exemplified by the saying
widely attributed to the late process safety guru Trevor Kletz [5]: ‘No one
4 The HAZOP Leader’s Handbook