Eastern Hemisphere

Lufkin MENA Region

HSE Summit Lufkin March 2013

© year Lufkin Industries, Inc.

Lufkin Egypt
 Lufkin MENA Region
Agenda

• Scope of Lufkin Mena

• Lufkin MENA QHSE Management system

• Lufkin MENA mission and policy

• Lufkin MENA QHSE culture and objectives

• Lufkin current status

• 2011 – 2012 Performance & Lessons Learned

• Incidents record, investigation & corrective actions

• Lufkin MENA 2013 Goals and Objectives

Lufkin MENA Scope of Work

 Lufkin Egypt is a service branch of Lufkin industries that

sells and provides service of pumping unit throughout
Egypt and Middle East.
 Lufkin Egypt is unique in :
 providing pumping unit service, rig works, down hole
equipment installation for sucker rod pumps.
 Installation ,commissioning and troubleshooting of
Lufkin automation products i.e., VSD, MCP, …..etc.
 Technical supporting of customers for automation
products.
 Provision, prediction and diagnostic software for well
performance optimization.
Pathway Excellence in Lufkin Egypt

 Lufkin Egypt has the highest market share in the area.

 Lufkin HSE system is very sound in all locations
 No recorded incident related to Lufkin products or
services.
 The employee turnover rate is minimum. The best
employer
 All recorded incident are road accidents which is
related to many factors provided at the end of the
presentation
 Root cause analysis, corrective actions are provided
for vehicle Rollover
Lufkin Management System
Integrated Management system IMS
Lufkin MENA IMS system

 Lufkin Egypt has adopted integrated

management system that includes the
following system integrated :
 Quality management system(QMS) according
to ISO 9001:2008
 Safety management system (SMS) according
to OHSAS 18001:2007
 Environmental management system (EMS)
according to ISO 14001:2004
Purpose of Lufkin MENA IMS

 The integrated management system aimed at

achieving sustained customer satisfaction
and exceeding customer expectations.
 Lufkin adopts closed- loop process model
methodology in managing Lufkin business
according to Deming circle PDCA.
 In HSE Lufkin adopts cross functional team
methodology which means all employees are
responsible for HSE.
Lufkin Process Mapping

Management responsibility

Human resources
c u sto m e r

D istrib u ti o n

C u sto m e r
p u rc h a s in g

O p e ra ti o n s &
sto rin g

s e r v ic e
Finance management
Facility maintenance/service
Lufkin Incident free workplace

“Safety is a tangible way to show that human

beings really matter”. Stamping out accidents
and telling employees we can get to zero
incidents as a way to show caring about people.
Lufkin Egypt Management accepts no excuses,
and does not excuse itself when safety problems
arise.
Lufkin MENA Incident –free workplace

 to achieve this goal “You need a process in place

to get results.” and Lufkin has established this
process.
 A process based on leadership, commitment,
understanding, and no excuses, The only
legitimate goal is zero, Otherwise, who’s going to
volunteer to be that one annual case, or
whatever?
 Getting to zero is a journey of discovery.
Incident free work place

 Lufkin Egypt achieved this objectives through the

following ways:
1. Top management commitment to safety
2. Employee participation
3. Hazard identification & risk assessment is a
continuous process in routine and non routine
activities
4. Internal audit and risk assessment
5. Training
6. Management review
Management Commitment

 Top management commitment is the backbone and the

cornerstone in achieving sound safety system.
 The hallmark of Egypt’s successful HSE management is
top management’s active and aggressive commitment to
the safety process, where they demonstrate their
involvement by following all safety rules.
 If it is not, safety will compete against core business
issues such as operation, quality, and profitability, a
battle that will almost always be lost.
Employee Participation
 In any successful system, employees should
be provided an opportunity to participate in
establishing, implementing, and evaluating
the safety program.
 Regularly communicating with all employees
concerning safety matters Providing
employees with access to information
relevant to the safety system
Employee participation
 Providing ways for employees to become
involved in hazard identification and
assessment, prioritizing hazards, safety
training, and management system evaluation
 Establishing procedures where employees can
report work-related incidents promptly and
ways they can make recommendations about
appropriate solutions to control the hazards
identified .
 Providing prompt responses to reports and
recommendations
Lufkin MENA Current Status

 Over the last three years, Lufkin MENA’s top

management succeeded to change safety
system from traditional driven safety system,
where the safety system is controlled by only
safety manager and management were focusing
on injury and/ or compliance, into management
driven HSE system where safety become an
integral part of business management and the
management is going beyond compliance and
incident reporting.
Traditional Driven Safety System

 In this type of system, the safety program is

controlled by someone who conducts audits
of their workplace and finds many violations.
Month after month, the same safety
violations are found.
 The problem is that nothing ever gets fixed.
Employees only do things safely when they
see management coming. Management’s
focus is only on injuries and/or compliance
Management Driven safety system

 In this system, we are operating below the injury

zone and follow proactive methodology.

 In this case, management accepts the

responsibilities and resolves the issues

 Management team participate in incident

investigation and propose corrective actions.

 Management team adopt the principle of “It is the

only right thing to do”.
2011 -12 Egypt HSE Performance

2011 2012 L.TRIR

 Total man-hours = 362,66 380.204
 Fatality = - -
 Medical treatment = - 3
 Restricted work = - -
 Lost working days = - 166
 First aid = - --
 Incident rate = - 1.5 0.9
 Recordable Incidents = - 3
2011-12 Oman HSE Performance

2011 2012
 Total man-hours = 52,365 52,043
 Fatality = ---- -------
 Medical treatment = 1 0
 Restricted work = - --
 Lost working hours = - --
 First aid = - --
 Incident rate = 5.6 0
 Recordable Incidents = 1 0
Rollover Incidents

 Collective investigation of Rollover accidents

has been performed by all management team
under Mr. Dave Kennedy, Lufkin Hemisphere
general manager
 We apply brainstorming technique session to
analyze the accidents and to find the root
cause behind the two accidents and put
corrective action.
Root Cause Analysis

 The predicted root cause behind the rollover

 Accident was the following:
1. Vehicle maintenance
2. Speed
3. Fatigue
4. Stress
5. Seat belt
6. Other driver’s mistakes
7. Lufkin driver’s mistake
Corrective actions

 The quality / HSE management team lead by Mr. Dave

Kennedy have implemented the following corrective
action to eliminate this problem:
1. Employment of 7 new employees to reduce the
mileage driven by employee.
2. All vehicle are controlled by tracking devices.
3. Intensive defensive driving for all Lufkin Egypt
employees.
4. Evaluation of all employees use Lufkin vehicles by third
party.
5. All those who failed are prohibited from driving
Root Cause Analysis Through Physics

Common features of rollovers:

 Speed (80 km/hr can be too fast !!)
 Mostly 4 WD (high Centre of Gravity cars)
 Most on straight roads
 Most classic “S” curves
 Many on blacktop roads at high speed
 Few: tyre blow-out, junction/speed
Why does a vehicle roll ?

 Why does vehicle rollover happens?

 How many rolls will it do ?

 Simply Physics !

 Understand the physics to understand the

controls…
 30

We have a “vehicle at speed”: why does it roll?

Centre of Gravity M= mass (kg)

v = speed (m/s)
g = gravitational
acceleration

Gravity Force
GF = M x g (= constant)
 31

Why does it roll?.... Because of centrifugal force!

Centre of Gravity M= mass (kg)

v = speed (m/s)
Mv2 r = turn radius (m)
CF= ------- g = gravitational
r acceleration

Centrifugal Force (CF)

Gravity Force
GF = M x g (= constant)
 32

Why does it roll?.... Because of centrifugal force!

Centre of Gravity M= mass (kg)

v = speed (m/s)
Mv2 r = turn radius (m)
CF= ------- g = gravitational
r acceleration

Centrifugal Force (CF)

CF increases with:
- v higher (higher speed)
- r smaller (sharper turn)

Gravity Force
GF = M x g (= constant)
 33

“rolling vehicle at speed”

M = mass (kg)
Kinetic Energy: ½ Mv 2
v = speed
(m/s)
This energy is dissipated during the rolls
More energy more rolls!

Energy goes up with the square of the speed!

Km/hr Energy in % of 100 km/hr
80 64%
100 100%
120 144%
140 196%
 34

The difference is:

Speed
(= kinetic energy)
 35

Reasons of Rollovers happen

(high) speed
- sudden change of direction
- (braking when changing direction)

ALL caused by: THE DRIVER! .

 36

The classic “S” curve rollover:

Mistake 1: lost concentration / tyre blow

car moves slowly
to the right (or left)

Driver suddenly realises this !!

Mistake 2: pull hard left

could roll here already
Roll?
Mistake 3: pull hard right

Roll!!
Mistake 4: braking & turning
at the same time
 37

A rollovers happens when combining

- (high) speed
- sudden change of direction
- braking when changing direction
ALL caused by: THE DRIVER! .

He does this because of:

▪ Lack of concentration and “suddenly” appearing other
road users
▪ Tiredness (falling asleep)
▪ Entering a dust cloud
▪ Tyre blowout (not often)
▪ Mechanical failure (not often)
 38
The classic “S” curve rollover:
How to avoid it !!!

Mistake:
lost concentration / tyre blown
car moves slowly
to the right (or left)

Good re-action:
Roll-out into the desert.
Do NOT pull your steering wheel.
Hold it tight and straight with 2
hands.
Brake slowly to full STOP.
Do NOT panic.
Lessons Learned

 In 2011, Lufkin Egypt adopted a zero incident

strategy, and achieved Zero incident goal.
 In 2012 Lufkin Egypt has been certified in ISO
9001:2008, OHSAS 18001 2007 and ISO
14001:2004 due to top management
commitment, new culture building and all
employee participation without any external
consultation.
 Team work environment, training, leadership have
been the centerpiece in Lufkin MENA
Lufkin MENA Major Risks register

We have concluded that the major hazards in all the locations

are the following:

 Vehicles and safe driving ( mobile equipment)

 Crane operations ( hoisting and rigging)
 Fall from height ( including slip and trips)
 Lockout/ tagout
 Electricity
 Pinch points
 H2S
We have identified the hazard and the risk and finally put action
place to mitigate the risk but fall control is not controlled since
we perform our jobs away from Lufkin standards
Points of Improvement

 Lufkin employee depend on their skills and

take the risk of working at height.
 The procedures of taking alternative approach
not applied yet.
 Bucket truck provision had been approved by
all Lufkin top management , but till now no
progress have been achieved.
 It is of significant risk to work for changing
stroke length or making space in space out
without Bucket truck.
Lufkin MENA 2012 Goals and Objectives

Our goals and objectives in 2013 are as follow:

Be the best employer in Egypt, through providing the following and to be as the
injury –free workplace:

 Root cause analysis of incidents

 Corrective and preventive actions

 Near misses reporting

 Continual improvement

 The next slide is the “ ideal organization we looking for Lufkin in Egypt and best
practice organization
LUKIN MENA as the best practice

Commitment
Communication
& Leadership

Planning

GOAL: Organizational
Information Assessment INCIDENT
FREE Implementation Structure &
Management & Corrective Resources
BUSINESS & Operation
Action

Monitoring,
Measurement
Roles, & Review
Education, Training,
Responsibilities,
Awareness &
Accountabilities
Competency
& Authority
Standards

POLICY
Lufkin's EHS objectives
Lufkin's culture “ zero incident”