Technical Training

Program Level-04
Sustainability Program

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 Day 1
Sustainability Program

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Day 1:
• What is sustainability
• Sustainability vision and mission
• Need of sustainability in a company
• SK sustainability journey
• Sustainability Goal of SABIC and SK
• Sustainability organization & responsibility
• Sustainability Reporting both internal & external
• Sustainability internal and external Target & KPI
• Sustainability Performance
• Sustainability Foot print
• Sustainability Projects
• Best practices of sustainability
• Tips to reduce sustainability parameters

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 What is sustainability
Elements of sustainability
The definition of “sustainability” is the study of how natural
systems function, remain diverse and produce everything it
needs for the ecology to remain in balance. It also
acknowledges that human civilization takes resources to
sustain our modern way of life.
There are countless examples throughout human history where
a civilization has damaged its own environment and seriously
affected its own survival chances.
We now live in a modern, consumerist and largely urban
existence throughout the developed world and we consume a
lot of natural resources every day. In our urban centers, we
consume more power than those who live in rural settings
SABIC describe sustainability as a journey for our business that
requires continuous learning, adaptation, and improvement of
our basic business processes and our response to the
priorities of our diverse stakeholders.

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Economic Development
This is the issue that proves the most problematic as most people disagree on political ideology what is and is not
economically sound, and how it will affect businesses and by extension, jobs and employability. It is also about
providing incentives for businesses and other organisations to adhere to sustainability guidelines beyond their
normal legislative requirements. Also, to encourage and foster incentives for the average person to do their bit
where and when they can; one person can rarely achieve much, but taken as a group, effects in some areas are
cumulative.
Social Development
There are many facets to this pillar. Most importantly is awareness of and legislation protection of the health of
people from pollution and other harmful activities of business and other organisations. In North America, Europe
and the rest of the developed world, there are strong checks and programmes of legislation in place to ensure that
people's health and wellness is strongly protected. It is also about maintaining access to basic resources without
compromising the quality of life.
Environmental Protection
We all know what we need to do to protect the environment, whether that is recycling, reducing our power
consumption by switching electronic devices off rather than using standby, by walking short journeys instead of
taking the bus. Businesses are regulated to prevent pollution and to keep their own carbon emissions low. There
are incentives to installing renewable power sources in our homes and businesses. Environmental protection is the
third pillar and to many, the primary concern of the future of humanity.

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 Need of sustainability in a company
SABIC recognizes that in order to succeed in today’s global marketplace,
sustainability must be embedded in the way we do business. That’s why
our vision is to integrate the environmental, social, and economic
dimensions of sustainability into our core business strategy, and to
ensure that throughout our business we have a deep understanding of
the megatrends that will affect our company, and society at large, for
the next several decades. We also recognize that our response to these
megatrends must be integrated into the fabric of our business’s
processes, tools, and priorities.
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 Sustainability vision and mission- SABIC
SABIC vision and strategy for sustainability recognizes there are no simple
solutions to address the environmental, social, and economic needs of
society.
We must reexamine our achievements and challenges on a regular basis.
For this reason we describe sustainability as a journey for our
business that requires continuous learning, adaptation, and improvement
of our basic business processes and our response to the priorities of our
diverse stakeholders. We are working to
optimize our impact, reevaluate our priorities, and ensure that we are
viewing our core business strategy through the lens of sustainability.

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 SABIC Sustainability Journey
Sustainability at SABIC is now an indispensable element of our business strategy. In 2009, with the
advice of experts and thought leaders in sustainability, we established milestones to guide our
activities and define our sustainability path to becoming a leader in the markets we serve.

This assessment revealed that SABIC had an established foundation in compliance and social
responsibility. We also acknowledged that SABIC’s origin was rooted in utilizing excess,
and often flared, natural gas from oil extraction in a more productive and sustainable manner.
Expanding from this base, we focused our initial sustainability efforts on quantifying and improving
our environmental efficiency, expanding our reporting transparency, developing a portfolio of
sustainability solutions, engaging our people in sustainability, and expanding our innovation
capability. Our sustainability journey is a continuous loop that requires introspection and evaluation
of our direction on an ongoing basis.
We have assessed our achievements and opportunities at each stage of our sustainability journey
and list some of them in the table below.

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 Reduce Consumption of Finite
Materials
We are dependent on a large quantity of
hydrocarbon feedstock. Given the inherently
finite nature of our key raw materials, our
long-term success as a business depends on
optimizing our use of nonrenewable sources,
and on developing renewable feedstocks and
energy sources.
Reduce Environmental Footprint
Our business involves process operations
with significant
environmental impact and energy
requirements that we must reduce through
conservation, efficiency, and process
innovation.
Enable Others to Operate More Sustainably
To address the megatrends that are
impacting our marketplace and our comm-
unities, we must build innovative
sustainability features into our products,
services, and solutions and form
partnerships that will accelerate and focus
our efforts.
Close the Lifecycle of Materials
As a material and chemicals supplier, much
of our indirect sustainability impact is down-
stream at the end-of-life of our products. We
seek to provide innovative solutions that
close the material lifecycle.
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 What is Sustainability Planning?
• The process of sitting down to develop specific
strategies and an action plan to help ensure the
long-term sustainability of an initiative
• Includes considering the full range of resources and
competencies – financial, political, administrative,
managerial – needed to meet long-term goals
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 Why is Planning for
Sustainability Important?
• Many funding sources are short-term in
nature
• We operate in a rapidly changing environment
• We can’t afford to lose quality programs and
important innovations

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 Why Do Sustainability
Planning?
• Clarify where you are and where you want to go
• Develop strategies for long-term success
• Provide benchmarks to measure progress
• Demonstrate the value of your work

A written plan can provide overarching guidance for your

initiative over time

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Key Elements of Sustainability
1. Vision
2. Results orientation
3. Strategic financing orientation
4. Adaptability to changing conditions
5. Broad base of community support
6. Key champions
7. Strong internal systems
8. Sustainability plan

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1. Vision

Clear & shared vision of what you want to achieve

• Clear vision/mission statement
• Use the vision to generate buy-in
• Know how your initiative fits within the larger
community
• Define your scope of activities & scale of operation
over time

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2. Results Orientation

Define success, measure progress over time & share your results

• Adopt a results framework

• Be clear about the results you want to achieve
• Use data to “prove” and “improve”
• Communicate your results

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Using Results to Further Your Sustainability Goals

• Develop systems for collecting and analyzing

data
• Keep it simple and reasonable
• Know your audience
• Communicate!, market!, and sell!

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 3. Strategic Financing Orientation
What resources do you need to support your work?
• What are the expected fiscal needs?
• Make the best use of existing resources
• Create partnerships
• Explore new state and local revenue sources

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 4. Adaptability to Changing Conditions
How do you respond to changes in your funding
& policy environments?
• Monitor announced opportunities for funding
• Consider new ways to frame your work
• Identify opportunities to improve policy climate
• Participate in collaborative advocacy to
encourage change
• Work to improve ability to participate in these
efforts

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 5. Broad Base of Community Support
Whose support is critical to achieve your vision?

• Develop a plan to create a desired identity

• Nurture community presence & support
• Encourage family involvement
• Support public education
• Build partnerships that foster collaboration rather than competition

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 6. Key Champions
Community leaders who can use power & influence
on your behalf

• Identify key decision makers & opinion leaders

• Develop an effective outreach plan
• Cultivate a broad base of champions

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7. Strong Internal Systems
Do you have the organizational capacity to
accomplish your goals?

• Know & involve the people you need to carry out your
mission
• Develop strong fiscal management, accounting,
information and personnel systems
• Use those systems to review strategies & make
changes as needed

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 8. Sustainability Plan
A written plan that describes the initiative’s priorities &
action steps
• Takes into account short- & long-term needs
• Identifies challenges and/or obstacles
• Identifies strategies to garner needed resources & overcome challenges
• Identifies & communicates with key partners

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 Planning for Sustainability:
Key Questions
• What do you want to sustain?
• At what scale & scope?
• What will it cost?
• What resources do you have?
• What are the barriers?
• What are viable strategies to achieve your goals?

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 Sustainability Planning:
Success Factors
• Start early!
• Determine available resources
• Involve diverse group of stakeholders
– Big/creative thinkers
– Decision makers
– Key partners
– Users of services
• Integrate into management routine

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 Sustainability Balanced Scorecard
• Introduction to Balanced Scorecard
– See Introduction to Balanced Scorecard.ppt
• Presentation based on
– The Sustainability Balanced Scorecard –Linking Sustainability
Management to Business Strategy” Figge, Hahn, Schaltegger
and Wagner, Center for Sustainability Management University
of Lüneburg, Germany

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 Overview
• Overall goal is to implement sustainability issues in the company’s
strategic plan through the balanced scorecard system
• Balanced Scorecard is a promising starting-point to incorporate
environmental and social aspects into the main management system
of a firm.
• Sustainability management with Balanced Scorecard helps to
overcome the shortcomings of conventional approaches to
environmental and social management systems by integrating the
three pillars of sustainability into a single and overarching strategic
management tool.

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 Link environmental and social management
systems to economic management systems
• Many companies have implemented specific environmental or social management
systems during the last decade.
• These systems have, however, rarely been integrated with the general
management system of a firm.
• As a consequence environmental and social management is often not linked to the
economic success of the firm
• Consequently, the economic contribution of environment and social management
therefore remains unclear.
• This lack of integration is a major obstacle.

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 The correlation between environmental,
social success and economic success
• the literature is mainly based on empirical studies that refer
to the correlation but not to the causality between
environmental and social measures and the economic
success of firms
• To date there is a small amount of literature on the relation
between environmental and social measures and the
achievement of long-term economic goals
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 Suitability of balanced scorecard as a tool
for sustainability management
• Management should first identify and realize opportunities for
simultaneous improvements in all three dimensions of sustainability
(social, ecological and economic goals) in order to achieve strong
corporate contributions to sustainability
• SBSC offers the possibility to integrate the management of
environmental and social aspects into mainstream business activities

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 Integrating Sustainability into BSC
• Integrating the three pillars of sustainability into general business
management (ie:BSC) offers three major advantages
– Sustainability management that is economically sound will be
practiced in successful and unsuccessful economic periods
– Sustainability management that also contributes to economic
objectives helps to disseminate the idea of sustainable development
in business, as it serves as an appropriate role model for other
businesses.
– a business improves performance with regard to all the three
dimensions of sustainability simultaneously

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 Methods of integration
• Three possibilities to integrate environmental and social
aspects in the BSC
– Environmental and social aspects integrated in the existing four
standard perspectives.
– An additional perspective added to take environmental and
social aspects into account
– A specific environmental and/or social scorecard is formulated
• Preferred in the listed order
• A combination of these approaches is appropriate
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 Integration into the four balanced
scorecard perspectives
• Similar to adding any other strategic aspect that is relevant to a
particular perspective
• Through a top down approach
– Environmental and social aspects are integrated through respective
strategic core elements or performance drivers
– lagging and leading indicators as well as targets and measures are
formulated
• particularly appropriate for environmental and social aspects
that are already integrated in the market system.
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 Example
• a firm that aims at an environmental customer segment
– the core measure ‘market share’ in the customer perspective would
have an environmentally oriented dimension
– the leading indicator ‘product features’ would have an environmental
dimension
• Environmentally friendly packaging

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 Addition of non market perspective
• Environmental and social aspects are not fully integrated in the market
exchange processes
– Example: externalities—non market portion of C0 2 pollution
• Consequently a non market perspective needs to be added to
incorporate these strategic aspects
• In order to justify introduction of an additional non-market perspective,
environmental and social aspects from outside the market system must
explicitly represent strategic core aspects of the firm
• Should only be used if the aspects can not be represented within the
standard four perspectives

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 A specific environmental and/or
social scorecard is formulated
• Predominantly used to coordinate, organize and further differentiate the
environmental and social aspects
• Should not be developed parallel to the conventional scorecard
• In order to integrate sustainability management into mainstream
business management
– Must be added in conjunction with one of the other two integration alternatives
– This is not an independent alternative for integration, it is an extension

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The process of formulating an SBSC has
to meet the following……
• must lead to integration of environmental and
social management into business management
• the SBSC is business unit specific
• environmental and social aspects of a business
unit must be integrated according to their
strategic relevance
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The process of formulating an SBSC

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DAY 2:
ADVANCED PROCESS CONTROL (BASIC)

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APC (Basic)
• What is APC and the evolution of process control
technology
• Regulatory control system
• Basis regulatory control
• Advance regulatory control
• The technologies of advance process control system

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Process control presentation
Process variables
The process variables that are most commonly monitored are:

• Temperature.
• Pressure.
• Level.
• Flow.

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 Definitions
• Controller -- :
A device the initiates the action required to regulate the value of a process variable.
• Process variable --
A physical or chemical condition in a process that is subject to change.

Set point: The desired value of a process variable

Actuator: A pneumatic, hydraulic, or electrically powered device that supplies
force and motion to open or close the control valve.
Positioner: A position controller that is mechanically connected to a moving part of
a final control element or its actuator and automatically adjusts its output to the
actuator to maintain a desired position in proportion to the input signal

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Working

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 Control valve operation
Control valve positioner
• For any Control Valve signal
will come from Control room
in the form of 4-20 mA.
• 4-20 mA signal is converted to
3- 15 PSI signal by instrument
called I/P converter.
• This signal will go to positioner
and the positioner o/p is given
to valve actuator to get
desired opening and closing.
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• A pneumatic actuator is commonly operated by an air signal
that comes from a controller
• This supply of air is provided by using a positioner along with
the actuator.
• The positioner shown in has three gauges.
• One gauge indicates the input signal from the controller,
• Second gauge indicates the output air pressure to the
actuator,
• third indicates the supply air pressure to the positioner.

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Air to open control
• An actuator with an air line to
the upper chamber is typically
an air to close, spring to open,
or fail open type.
• This valve is remain open when
instrument air is not available.

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Air to close control
• A diaphragm actuator with an
air line to the lower chamber is
typically an air to open, spring
to close, or fail closed type.
• It will not open when
instrument air not available.

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 Double acting Pneumatic Actuator
• In a double-acting diaphragm actuator, air
pressure acts on both sides of the
diaphragm.
• In this actuator, air pressure can enter
through an air port in the upper casing and
also through an air port in the lower casing.
• When air pressure is applied through the
upper port and the lower chamber is
vented through the lower port, the
diaphragm is pushed down to close the
valve.

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APC (Basic)
Definitions
• Advanced Process Control (APC):
• In control theory APC is a broad term composed of different kinds
of process control tools and methodologies, often used for solving
multivariable control problems or discrete control problem.
Advanced control describes a practice which draws elements from
many disciplines ranging from control engineering, signal
processing, statistics, decision theory and artificial intelligence.

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Contents
• Advanced Process Control (APC) Defined
• Applications, Advantages & Limitations
• Basic Process Control Discussed
– Feedback Control

– Feedforward Control
• Advanced Process Control Discussed
• Real World Examples
• Process Control Exercise (PID Control)

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 Advanced Process Control
• State-of-the-art in Modern Control Engineering
• Appropriate for Process Systems and Applications
• APC: systematic approach to choosing relevant
techniques and their integration into a management
and control system to enhance operation and
profitability
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 Advanced Process Control

• APC is a step beyond

Process Control
– Built on foundation of basic process control
loops
– Process Models predict output from key Management
process variables online and real-time Objectives

– Optimize Process Outputs relative to quality Key process

variables
and profitability goals

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 How Can APC Be Used?
• APC can be applied to any system or process where outputs can
be optimized on-line and in real-time
• Model of process or system exist or can be developed
• Typical applications:
– Petrochemical plants and processes
– Semiconductor wafer manufacturing processes
– Also applicable to a wide variety of other systems including aerospace,
robotics, radar tracking, vehicle guidance systems, etc.

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 Advantages and Benefits
• Production quality can be controlled and optimized to
management constraints
• APC can accomplish the following:
– improve product yield, quality and consistency
– reduce process variability—plants to be operated at designed capacity
– operating at true and optimal process constraints—controlled variables pushed against a
limit
– reduce energy consumption
– exceed design capacity while reducing product giveaway
– increase responsiveness to desired changes (eliminate deadtime)
– improve process safety and reduce environmental emissions

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 Advantages and Benefits

• Profitability of implementing APC:

– benefits ranging from 2% to 6% of operating costs reported

– Petrochemical plants reporting up to 3% product yield

improvements
– 10-15% improved ROI at some semiconductor plants
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 Limitations
Implementation of an APC system is time consuming, costly and
complex
– May require improved control hardware than currently exists

High level of technical competency required

– Usually installed and maintained by vendors & consultants

Must have a very good understanding of process prior to

implementation
High training requirements
Difficult to use and operate after implementation
Requires large capacity operations to justify effort and expense
New APC applications more difficult, time consuming and costly
– Off-the-shelf APC products must be customized

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 APC Benefits 
Optimum - Current Operation 
 Capabilityof   Expertise of   Reliability of 
     
 Technology to   Implementation   APC Project 

 Capture Benefits   
  Methodology 
Team
     
 %   %   % 
     
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 What is Basic Process Control?
• Process control loop: control component monitors desired
output results and changes input variables to obtain the result.
• Example: thermostat controller
Furnace House is too cold
furnace turns on
heats the house

Thermostat Controller Is the house too cold?

recognized the house is too cold
sends signal to the furnace to turn on and heat the house
yes

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 Basic Control
Controlled variable: temperature
(desired output)
Input variable: temperature Furnace
House is too cold
(measured by thermometer in furnace turns on
natural heats the house
thermostat)
gas
Set point: user-defined desired is house temperature
setting (temperature) temperature
below
measured
Manipulated variable: natural gas setpoint?

valve to furnace (subject to setpoint = 72°F

control) Thermostat Controller
recognized the house is too cold
sends signal to the furnace to turn on
and heat the house

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 Feedback Control Theory
• Output of the system y(t) is fed back to the reference value r(t)
through measurement of a sensor
• Controller C takes the difference between the reference and the
output and determines the error e
• Controller C changes the inputs u to Process under control P by
the amount of error e

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Controlling Engineering System
Open Loop vs. Closed Loop Feedback vs. Feedforward
o Open Loop Control - sprinkler system

Types of Control: open loop

o Feedback control - Oven

Types of Control: feedback

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Types of Control: feedback
• Winter growing up in Ohio

Types of Control: feedforward

o Feedforward control – the egg toss

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Negative vs. Positive feedback
Why use feedback control
• or better, why do you need a control
system at all?
• consider ovens, A/C units,
airplanes, manufacturing,
pumping stations, etc
• What are we controlling?
▪ some physical quantity (constant)
▪ a dynamic behavior (a function of time)

• We need to 'tell' the system how

we want it to behave

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 How do we ‘tell’ a system how to behave?

• But we need to know how well we are doing!

▪ sensor data (temperature, pressure, speed, position, light,
etc)

• turn a dial
• OK, I know what I want the system to do. • type a number
and I can monitor what the system is
actually doing. Now what?

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 Control
Actuate Sense
Throttle
▪ Ensure stability Speed
• System maintains desired operating point (hold steady speed)
▪ Improve performance Compute
System responds rapidly to changes (accelerate to 6 m/sec)
▪ Guarantee robustness
• System tolerates perturbations in dynamics (mass, drag, etc.)

reference
Feedforward
Controller

Sample control systems

reference error Feedback output
Controller
PLANT
or ‘set point’
- input

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Feedback

reference Feedback input output

error PLANT
Controller
-

Sensor

Plant System to be controlled

Reference Desired value of output (also ‘set point’)
Controller Computes compensatory command to the
plant based on error
Sensor
(implied)

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 Features of feedback

reference Feedback input

error output
Controller PLANT
-

▪ Reactive / Error-driven
▪ Automatically compensates for disturbances
(controller acts on error)
▪ Automatically follows change in desired state (set
point can change)
▪ Can improve undesirable properties of
system/plant
▪ Can be very simple

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The Simplest feedback controller
• A proportional (P) controller
▪ In a proportional controller, the control action is proportional to the error, and we can represent the controller
as a gain, Kp.
• Represent with block diagram:

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 Limitations of P-control
• There are many times when you want the output of a
system to be equal to the input value.
▪ The proportional controller amplifies the error and applies a control effort to
the system that is proportional to the error.
▪ P-controller must have some error in order to provide control output

• If you want better error performance, you might want to

consider using an integral controller
▪ In integral control, the control effort is proportional to the integral of the error
• So what?

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 Integration
• An integral is really the area under a curve.
▪ Let's assume that the independent variable is time, t.
▪ Then as time goes on the area accumulates.

• In math courses when they talk about integration, they picture it as the limit of a process of taking small
incremental areas - shown below - and letting the interval, T, shrink to zero.
• In digital integration, that visualization process is important.

Summary of Integrator behavior

• If output level matches the desired level, the error is 0
• Because error is 0, the integrator output doesn’t change
• Because the integrator output doesn't change, if the rest of the system is at steady state
nothing else changes.
• This sounds too good to be true. What could possibly go wrong?

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Integral control in a digital system
• Often implemented in code in some
programming language like C (or
Python!).
• To implement integral control you use an
approximation to the integral.

• The integral computation is updated by adding an area equal to the latest

measurement multiplied by the sampling period between measurements (the
width of the rectangle).

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Pseudo-code for integral controller
▪ ErrorInt = 0 /reset the integral approximation/
▪ MeasuredOutputn = MeasureVolts(instrument) /Measure the output/

Errorn = DesiredOutput – MeasuredOutputn ErrorIntn = /Compute Error/

ErrorIntn-1 + ΔT*(Errorn) /Integrate Error/

VoltsOutn = IntegralGain*ErrorIntn /Compute output voltage/

Output Voltage(VoltsOut) /Output the control signal/

• This code assumes that you have a function - MeasureVolts - that will
measure voltage using an instrument connected to the computer, and
can output a voltage with a function - OutputVoltage - that uses
another instrument connected to the computer.

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Performance, Stability, Robustness

Improve performance
(e.g., response time of a
first order system) Ensure robustness
(e.g., minimize change in output response
for variations in input)

Stabilize a response
(e.g., reduce oscillatory effects)

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 Two main principles of feedback
Robustness to uncertainty through feedback
▪ Allows high performance in the presence of uncertainty
▪ Accurate sensing to compare actual to desired, correction through computation and actuation

Design of dynamics through feedback

▪ Allows the dynamics (behavior) of the system to be modified
▪ Interconnection gives closed loop that modifies natural behavior
▪ Leverage capability to enhance performance or affect stability

Limitations of Feedback
Reactionary solution that relies on existence and observance of error
Disturbances applied to system will generate errors
Response will be delayed (disturbance rejection) Trade-offs exist between performance and stability
Effects of delay in the feedback path lead to instabilities

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 Summary of closed-loop feedback control
Reactive controller based on error between desired and actual states
Automatically compensates for external disturbances and follows changes in command
Significant impact on overall system response
Used extensively in both natural and artificial systems Limitations:
▪ Error must be present before actions taken
▪ Tradeoff between performance and stability

Control element responds to change in command or measured disturbance in a pre-defined way

Based on prediction of plant behavior (requires model) Can react before error actually occurs
▪ Overcome sluggish dynamics and delays
▪ Does not jeopardize stability

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 One implementation of feedforward
Input needed
Desired output Inverse model for desired output
PLANT
of system output

Model-based prediction of input

Ideally consists of exact inverse model of the plant
Can compensate for known plant dynamics, delays (before you get errors)
No sensors needed
System response must be predictable

Limitations of feedforward control

Effects of disturbance or command input must be predictable
May not generalize to other conditions Will not be accurate if the system changes

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Combining feedback and feedforward
Feedforward and feedback are often used together
▪ Feedforward component provides rapid response
▪ Feedback component fills in the rest of the response
accurately, compensating for errors in the model

reference Feedforward
Controller

input output
reference error Feedback
PLANT
-
Controller

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 P & ID
P& ID - Piping & Instrumentation Diagram
is an important Document to showing the
Location of Equipment's as well as location
of instruments and piping's.

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Valve symbols

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Pipe Fittings

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Line Identification

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 Instruments Connections

Flow instruments
Orifice plate with DP flow meter

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Diaphragm seal Orifice Plate with
DP flow transmitter

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Orifice Plate with 3 DP flow transmitters for
2 out of 3 voting

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 Level transmitters
DP Level Transmitters connected to a vessel

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 Diaphragm seal DP Level Pressure Instruments
Transmitters connected to a vessel Pressure gauges

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Diaphragm seal Pressure Gauge Pressure transmitter connected
to piping

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Pressure transmitter connected to a vessel
Pressure differential transmitter
connected to a vessel

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 Temperature Instruments
Temperature gauge flanged thermowell Temperature gauge welded
connected to vessel
thermowell connected to piping

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 Temperature gauge
flanged thermowell
connected to piping

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 PID Control
Error is found by subtracting the measured quantity from the setpoint.

Proportional - To handle the present, the error is multiplied by a negative constant P and
added to the controlled quantity.
Note that when the error is zero, a proportional controller's output is zero.

Integral - To handle the past, the error is integrated (added up) over a time period,
multiplied by a negative constant I and added to the controlled quantity. I finds the process
output's average error from the setpoint.
A simple proportional system oscillates around the setpoint, because there's nothing to
remove the error. By adding a negative proportion of the average error from the process
input, the average difference between the process output and the setpoint is always
reduced and the process output will settle at the setpoint.

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Derivative
To handle the future, the first derivative (slope) of the error is
calculated, multiplied by negative constant D, and added to the
controlled quantity. The larger this derivative term, the more rapidly
the controller responds to changes in the process output.

The D term dampens a controller's response to short term changes.

100
 Goals of PID Control
• Quickly respond to changes in setpoint
• Stability of control
• Dampen oscillation
• Problems:
– Deadtime—lag in system response to changes in setpoint
– Deadtime can cause significant instability into the system controlled

101
PI Control Example

I = 1.4 gives the

best response:
quickly brings
controller to
setpoint without
oscillation

102
PI Control Example
I = 0.6 gives
the best
response
I = 1.1
borders on
instability

103
PID Control Example

I = 0.6 gives
the best
response
I = 1.2 & 1.4
unstable

104
 Limitations of Feedback Control
• Feedback control is not predictive
• Requires management or operators to change set points to
optimize system
– Changes can bring instability into system
– Optimization of many input and output variables almost
impossible
– Most processes are non-linear and change according to the state
of the process
• Control loops are local

105
 Feed forward Control
Furnace
Window is open
furnace turns on
heats the house
natural
gas

house temperature
turn on furnace is currently OK

Decrease
Feedforward setpoint to turn
Recognize window is open and furnace on
house will get cold in the future:
Someone reacts and changes controller
setpoint to turn on the furnace preemptively. Pre-emptive move
to prevent house from
getting cold

106
 Feed forward Control
• Feedforward control avoids slowness of feedback control
• Disturbances are measured and accounted for before they have time to
affect the system
– In the house example, a feedforward system measured the fact that the
window is opened
– As a result, automatically turn on the heater before the house can get too cold
• Difficulty with feedforward control: effects of disturbances must be
perfectly predicted
– There must not be any surprise effects of disturbances

107
 Combined Feedforward/Feedback
Combinations of feedback and feedforward
control are used

– Benefits of feedback control: controlling

unknown disturbances and not having to
know exactly how a system will respond

–Benefits of feedforward control:

responding to disturbances before they
can affect the system
108
 Multivariable Control
• Most complex processes have many variables that have to be
regulated
• To control multiple variables, multiple control loops must be used
– Example is a reactor with at least three control loops: temperature,
pressure and level (flow rate)
– Multiple control loops often interact causing process instability
• Multivariable controllers account for loop interaction
• Models can be developed to provide feedforward control
strategies applied to all control loops simultaneously

109
 Internal Model-Based Control
Process models have some uncertainty
– Sensitive multivariate controller will also be sensitive to uncertainties and can cause instability
Filter attenuates unknowns in the feedback loop
– Difference between process and model outputs
– Moderates excessive control
This strategy is powerful and framework of model-based control

110
 Important Data Issues
•Inputs to advanced control systems require accurate, clean and consistent process
data
–“garbage in garbage out”

•Many key product qualities cannot be measured on-line but require laboratory
analyses
–Inferential estimation techniques use available process measures, combined with delayed lab results, to infer product qualities on-line

•Available sensors may have to be filtered to attenuate noise

–Time-lags may be introduced
–Algorithms using SPC concepts have proven very useful to validate and condition process measurement

•With many variables to manipulate, control strategy and design is critical to limit
control loop interaction.

111
 Distillation Tower Example
• Simple distillation column with APC
– Column objective is to remove pentanes and lighter components from
bottom naphtha product
• APC input:
– Column top tray temperature
– Top and bottom product component laboratory analyses
– Column pressures
– Unit optimization objectives
• APC controlled process variables
– Temperature of column overhead by manipulating fuel gas control
valve
– Overhead reflux flow rate
– Bottom reboiler outlet temperature by manipulating steam (heat)
input control valve
• Note that product flow rates not controlled
– Overhead product controlled by overhead drum level
– Bottoms product controlled by level in the tower bottom
• APC anticipates changes in stabilized naphtha product due to input
variables and adjusts relevant process variables to compensate

112
Distillation Tower APC Results

113
• Note that the application of APC to the distillation tower significantly
reduced the product variability.
• Also note that product composition moved much closer to the
theoretical maximum limit.

• The higher the pentane (C5) composition in the tower overhead

product means that these lighter pentanes have been removed from
the bottoms naphtha product yielding a better quality product with a
lower RVP.
114
• The inability of the control scheme of independent PID controllers
before the application of APC was likely due to interactions
between the controller that caused the process to become
unstable (note that simple distillation towers such as this can
usually be adequately controlled without APC).
• What is not shown is the effect of APC on the tower feedrate. It is
likely that the feedrate was able to be increased substantially due
to the better control offered by APC.
115
Further, it is probable that the feedrate limitations of this tower before the
application of APC was a system bottleneck.
The type of problems before the application of APC can be caused by flow rates
pushed above the ability of the control loops to handle the resulting tower
instability.
Therefore, the success of APC to substantially improve product quality was
likely coupled with increased feedrates that could give very large financial
incentives to solve the problem and make the APC application a significant
success.
116
 APC Application in Wafer Fab
APC Applied to a High-Mix, High-Volume Wafer Fab
Before APC After APC
12% Capacity 2% Probe Yield
Improvement Improvement
Wafers/month [1] 45,000 50,400 50,400
Die/water 5000 5000 5000
Die revenue ($/die )[2] 0.07 0.07 0.07
Process Yield (%) 95 95 95
Multiprobe Yield (%) [3] 90 90 92
Revenue/wafer ($) 299 299 306
Revenue/month ($) 13,466,250 15,082,200 15,417,360
Increase in Revenues/month ($) -- 1,615,950 335,160
Total increase in revenue due to implementation of APC: $1,951,110/month or $23,413,320/year
Notes:
1. Capacity improvement due to reduced equipment downtime and reduced time running test
wafers. Reduction in test wafer expenses is typically 2-4%.
2. Based on good die in wafer form; potential value of die once packaged and tested is typically 5x.
3. Yield improvement due to improved parametric process control, Cpk.
117
 Exercise in PID Control
To give a better understanding concerning problems encountered in
typical control schemes
– Use embedded excel spreadsheet on next slide to investigate response to a
change in set point
– Double click on graph to open
– Graph shows controller output after a maximum of 50 iterations
– Simulates the response of PI (proportional + integral) controller
– Performance of control parameter given by sum of errors in controller
output versus setpoint after 50 iterations
– Deadtime is the process delay in observing an output response to the
controller input
– SP is the setpoint change
118
 Exercise in PID Control
Questions:
1. Set Deadtime = 0
a. With P = 0.4, what is the optimal I to obtain the optimal controller response (minimum Sum of Errors)?
b. With P = 1.0, what is the optimal I to obtain the optimal controller response?
2. Set Deadtime = 1
c. With P = 0.4, what is the optimal I to obtain the optimal controller response?
d. With P = 1.0, what is the optimal I to obtain the optimal controller response?
e. What are the optimum values for P and I to obtain the optimal controller response?
f. Is the controller always stable (are there values of P and I that make the controller response unstable)?
3. Set Deadtime = 3
g. With P = 0.4, what is the optimal I to obtain the optimal controller response?
h. With P = 1.0, what is the optimal I to obtain the optimal controller response?
i. What are the optimum values for P and I to obtain the optimal controller response?
j. Is the controller always stable (are there values of P and I that make the controller response unstable)?
4. How does increasing the deadtime affect the capability of the controller?
5. What control schemes are available to optimize controller capability?

119
1. a. I = 1.45 for a Sum of Errors = 184
• b. I = 1.0 for a Sum of Errors = 100

• 2. a. I = 0.86 for a Sum of Errors = 295

• b. I = 0.55 for a Sum of Errors = 517
• c. P = 0.59 and I = 0.71 for a Sum of Errors = 257
• d. Yes, for example with P = 0.4, any I > 2 will make the system unstable
• or for P = 1, any I > 1 will make the system unstable

• 3. a. I = 0.48 for a Sum of Errors = 544

• b. I = 0.19 for a Sum of Errors = 1824
• c. P = 0.45 and I = 0.42 for a Sum of Errors = 539
• d. Yes, for example with P = 0.4, any I > 1 will make the system unstable
• or for P = 1, any I > 0.3 will make the system unstable

120
4. Deadtime increases the sensitivity of the system to become unstable. Also note that
the sum of errors increases substantially with increasing deadtime that indicates
increasingly poor performance of the controller.
5. Control schemes could include adding the derivative, D, term for the full PID control
logic. The D term will dampen the system’s response and decrease the stability
problems, but at a cost of lower performance. Other schemes could include more
advanced algorithms to automatically optimize the PID parameters with a change in
deadtime. Further, APC would integrate an individual controller into an overall control
philosophy that would also take into account the individual controller response to
deadtime.
121
 120
C O N TR O LLER O U TPU T

100

80

60

40

20

0
1 3 5 7 9 11 13 15
Proportional 0.4 SUM OF17 19 21
EFFORS 23
= 25
610 27 29 31 33 35 37 39 41 43 45 47 49

Integral 0.9
Deadtime 2
CONTROLLER ITERATION
SP 100

122
 Summary
• Local PID controllers only concerned with optimizing
response of one setpoint in one variable
• APC manipulates local controller setpoints according to
future predictions of embedded process model
– Hierarchal and multi-objective controller philosophy
– Optimizes local controller interactions and parameters
– Optimized to multiple economic objectives
• Benefits of APC: ability to reduce process variation and
optimize multiple variables simultaneously
– Maximize the process capacity to unit constraints
– Reduce quality giveaway as products closer to specifications
– Ability to offload optimization responsibility from operator
123
The tools from which APC is composed are:
Model Predictive Control (MPC)
Statistical Process Control (SPC)
Run2Run (R2R)
Fault Detection and Classification (FDC)

124
 Model Predictive Control (MPC)
 Use of an explicit process model to predict the future
response
 Calculate optimal sequence of manipulated variables at each
control interval
 The first input in the optimal sequence is implemented
 Entire calculation is repeated at subsequent control intervals

125
126
 Why do we use APC?
 Traditionally, the key benefits from the use of advanced process control is
improved bottom line returns
 Efficiency gains (yield increase, throughput increase, reduction in energy
an raw material per unit of product)
 Quality gains (consistent product quality with minimum production costs).

 Agility gains (manufacturing flexibility, customer responsiveness, need to

reduce working capital by processing to order not to stock)

127
ADVANCED PROCESS CONTROL (ADVANCED)

128
Day 3:
APC (Advanced)
• Multivariable control
• Model predictive control
• How advance process control system works
• Advantage and disadvantage of using APC
• Connectivity with DCS
• Line up, optimization and shut down process.

129
 HyCO Process Flow
Natural Gas
+ Amine
Reformer Dryers
Steam System

(Reactions) (Details)

Cold
Hydrogen PSA Membranes
Box

CO
130
 Natural Gas Reforming:
– CH4 + H2O ↔ 3H2 + CO

Reformer Water Shift Reaction

Reactions
~60’
– CO + H2O ↔ H2 + CO2

131
Process CO2
Gas
Outlet

Reboiler

Amine Stripper
(Inside)

System
Absorber
Process
Gas Heat
Exchanger
Inlet

132
 Pictures Inside
Top Wall

Reboiler

X
Re-
boiler

Stripper

133
 Pictures Inside
Downcomer Missing
Tray Clips

X Re-
boiler
Stripper

134
 Pictures Inside

Re-
boiler
Stripper
X

135
 Form the Team
• Research & Development
• Engineering & Design
• Process Control Experts
• Plant Operations
• HyCO Personnel
136
 What’s our Goal?

• Reduce corrosion in the stripper…

• While maintaining absorber’s CO2 removal

137
 But Why?
• If we have to replace stripper packing…
– $50,000 for packing
– Plant shutdown = lost product revenue

– Packing degradation ruined 2 pumps ($$$)

138
 What’s Important?...
• Constraint Variables

• Manipulated Variables

• Disturbance Variables
139
 Which Allows Us To…
CV Target

CV Value

MV Setpoint

MVPC
MV History
Controller

DV History

140
 Amine System Revisited
CO2
Process CV CV
Gas
Outlet CV

Reboiler

Stripper
MV
CV Absorber

Process Heat
Gas Exchanger

Inlet DV

CV
CV

MV
141
 How do these guys interact?
MVs Stripper Reboiler Amine Recirc Total CO2 Flow
CVs

Stripper Ovhd Temp ? ? ?

CO2 Slip ? ? ?

Rich Liquid Loading ? ? ?

Stripper Top DP ? ? ?

Stripper Bottom DP ? ? ?

Absorber DP ? ? ?

142
 Next came the tough part
• Test & collect process
reaction curves
• Import to Excel & Matlab
• Fit First Order plus Time
Delay models

143
 Example Step Response

(0.5)

G = 0.5
τ = 4.5
θ = 3.0

θ (3.0) τ (7.5)

144
 Now we Know
MVs Stripper Reboiler Amine Recirc Total CO2 Flow
CVs

Stripper Ovhd Temp Modeled

CO2 Slip Modeled Modeled Modeled

Rich Liquid Loading Modeled Modeled

Stripper Top DP Modeled Modeled

Stripper Bottom DP Modeled Modeled

Absorber DP Modeled Modeled

145
Inserting Models into MVPC…

146
 Overall Results
235°F
Corrision Temperature

230°F
Post Implementation

225°F

220°F

215°F
Tavg = 225 ± 10°F Tavg = 220 ± 4°F

• Reduced average temperature by 5°F (225°F to 220°F)

• Decreased standard deviation by 60% (10°F to 4°F)
147
Miscellaneous
• Project Updates

• Tools used

• Tasks performed

148
 Conclusions
• Important Factors:

–ENTIRE team
–We reduced the risk of corrosion!
–Project’s success is leading to further MVPC around
the plant’s reformer

149
 Feedback Control
Transmitter

Controller

Set point Temp Heat loss

sensor

stream
condensate

Examples:
• Room temperature control
• Automatic cruise control
• Steering an automobile
• Supply and demand of chemical engineers

150
 Feedback Control-block diagram
Manipulated
variable disturbance

error Controlled variable

+
Σ Controller process
Set point -

Measured value
Sensor +
transmitter
Terminology:
• Set point
• Manipulated variable (MV)
• Controlled variable (CV)
• Disturbance or load (DV)
• Process
• controller

151
 Instrumentation
Transmitter

Controller

Set point Temp Heat loss

sensor

stream
condensate

• Signal Transmission: Pneumatic 3-15psig, safe longer time lags, reliable

• Electronic 4-20mA, current, fast, easy to interface with computers, may be sensitive to magnetic
and/or electric fields
• Transducers: to transform the signals between two types of signals, I/P: current to pneumatic, P/I,
pneumatic to current

152
 Modeling

Mass M Q=UA(T-T0)
Q Cp
T

Rate of accumulation = Input – output + generation – consumption

d
( MC PT )  Q  UA(T  T0 )
dt
At steady state : let T = TS and Q = QS  0 = QS – UA(TS - T0S)
Deviation variables : let T = TS+Td , Q = QS+Qd , T0 = T0s+T0d
Then : MC P
d
(Td )  Qd  UA(Td  T0d )
dt

If system is at steady state initially Td(0) = 0

153
 Transfer Functions
• Laplace Transforming:
M Cp S Td(S) = qd(S) - U A (Td(S) – Tod(S))
Or
q d S UATod S
Td S  
SMC p  UA SMC p  UA

+
UA
∑
qd(S) MsC p  UA Td(S)
+

1
Tod(S) MsC p  UA
154
 Non-isothermal CSTR
F0
AB
ρ0
rA = - KCA mol/ft3
CA0
T0 K = αe-E/RT
F
T V ρ CA CB ρ
steam CA
T
condensate
d
• Total mass balance: (V  )  F0   F 
dt
d
• Mass balance : (V C A )  F0 C A0  F C A  ( KC A )V
dt
d
• Energy balance : (V C PT )  F0C PT0  F C PT  ( Hr )( KC A )  UA(Ts  T )
dt

• Initial conditions : V(t=0) = Vi , T(t=0) = Ti , CA(t=0) = CAi

• Input variables : F0 , CA0 , T0 ,F

155
 Linearization of a Function
F(X) aX+b

X
X0 -△ X0 X0+△

-△ 0 △

156
 Linearization
dx f f
 f  x, u   x  x0  x  x0   x  x0  u  u0 
dt x u u0 u u u0

 f ( x0 , u0 )
dxd
 axd  bud  0
dt
Laplace Transform
sxd  s   axd  s   bud  s 
or
xd ( s ) b K
 
ud  s  s  a  s  1
157
Linearization of Non-isothermal CSTR
dVd
 b11 F0, d  b12 Fd
dt
dC A,d
 a21Vd  a22C A, d  b11 F0, d  b12 Fd
dt
dTd
 a31Vd  a32C A,d  a33Td  b31 F0,d  b32 C A,d  b33Tsd
dt
i.e.
 Vd   0 0 0   Vd   b11 b12 0   F0,d 
d    a  
C a22 0  C A, d   b21 b22 b23   Fd   AX ( s )  BU ( s )
dt    21
A , d

 Td   a31 a32 a33   Td  b31 b32 b33   Ts , d 

 Vd   F0,d 
 
y  0 0 1 C A, d   0 0 0  Fd   CX  DU
 Td   Ts ,d 
 
 
Td  s   C  ( sI  A) 1 B   D U ( s )
 G p  s  Tsd  s   GL  s  F0,d ( s )  GL '  s  Fd  s 

158
 Common Transfer Functions
K=Gain; τ=time constant; ζ=damping factor; D=delay

CV ( s ) K
• First Order System 
MV s  s  1
CV ( s ) K
• Second Order System  2 2
MV s   s  2s  1

CV ( s ) K  Ds
• First Order Plus Time Delay  e
MV s  s  1
CV ( s ) K
• Second Order Plus Time Delay  2 2 e  Ds
MV s   s  2s  1

159
 Transfer Functions of Controllers
• Proportional Control (P)
m(s) = Kc[ e(s) ] e(s) m(s)
Kc
e = Tspt - T

• Proportional Integral Control (PI)

 1 t 
m ( t )  K c e ( t ) 
 I 0 e ( t ) dt 

e(s) 1 m(s)
K c (1  )
 1   Is
m(s)  K c e(s)  e(s) 
  Is 
• Proportional-Integral-Derivative Control (PID)
 1 t de 
m ( t )  K c e ( t ) 
 I 0
e( t )dt   D 
dt 
e(s) 1 m(s)
K c (1    D s)
 Is
 1 
m(s)  K c e(s) 1    Ds
  Is 

160
 The Stability of a Linear System

• Given a linear system y(s)/u(s)=

G(s)=N(s)/D(s) where N, D are polynomials
• A linear system is stable if and only if all the
roots of D(s) is at LHS, i.e., the real parts of
the roots of D(s) are negative.

161
 Stability in a Complex Plane
Im

Exponential Decay Purdy oscillatory

with oscillatory
Exponential growth
with oscillatory

Fast Exponential
Exponential Decay growth

Fast Decay Re
Slow Decay Slow growth

Purdy oscillatory

Stable (LHP) Unstable (RHP)

162
 Partial Proof of the Theory
• For example: y(s)/u(s)=K/(τs+1)
• The root of D(s)=-1/τ
• In time domain: τy’+y=ku(t)
• The solution of this ODE can be derived by
y(t)=e-t/τ [∫e1/τku(t)dt+c]

• It is clear that if τ<0, limt→∞y →∞.

163
 Transfer functions in parallel
X(S)= G1(S)*U1(S) + G2(S)*U2(S)

X1(S) X2(S)
G1(S)
U1(S) X1(S)
+ X (S)

Σ
+

G2(S)

U2(S) X2(S)

164
 Transfer function Block diagram
Tset +
1 Td
Σ Kc
QS
MC P S  UA
- control process
Measuring device

Proportional control No measurement lags

1
KC
Td MC P S  UA

Tset 1
1  KC
MC P S  UA
165
 Block Diagram Analysis
L(S) GL(S)
e
+ +
Xs ∑ Gc(S) GP(S) ∑ X(S)
m X1 +
-

Gm(S)
e = Xs – Xm Xm
m = Gc (S) e(s) = Gc e
X1 = Gp m = Gp Gc e
X = GL L + X1 = GL L + Gp Gc e
Xm = Gm X = Gm GL L + Gp Gc e GL G pG c
X = GL L + Gp Gc[Xs – Xm]
X L  Xs
= GL L + Gp Gc [Xs] – Gp Gc [Xm]
1  G pG cG m 1  G pG cG m
=GL L + Gp Gc Xs – Gp Gc Gm X

166
Stability of a Closed Loop System
• A closed loop system is stable if and only of the
roots of its characteristic equation :

1+Gc(s)Gp(s)Gm(s)=0

are all in LHP

167
 Level System
dh
A  Fin  Fout  Fin  k h
dt
Given a reference point Fin0 , h0
dhd f f k
A  Fin  Fin0   h  h0   Fin,d  hd
dt Fin h 2 h0
Laplacing
Ashd (s)  ahd s   Fin,d s 
or
hd s  1 1/ a K
  
Fin.d s  As  a  A / a s  1 s  1

168
 The jacketed CSTR
W

Set Point
TRC

FC
2A  B
Tc

Wc

T, Ca

169
 A Nonisothermal Jacketed CSTR
dC A W (C A f  C A )
• (i) Material balance of species A   kC A
2

dt V
• (ii) Energy balance of the jacket dTc A(T  Tc ) Wc (Tc  Tw )
 
dt M cCP ' Mc
• (iii) Energy balance for the reactor dT W (T f  T )  A(T  T ) HkC
2
  c
 A
dt V  C PV CP
• (iv) Dependence of the rate constant on
Q
temperature k  A0 exp( )
T  273

170
Linearization of Non-isothermal CSTR

• CV=T(t)
• MV=Wc(t)
• It can be shown that
Td s  K
 3
Wc ,d s  as  bs  cs  1
2

171
A Practical Example –Temperature Control of a CSTR
Method of Reaction Curve
Process
output

Maximum slope

△C

D τ
Dead time Time constant time

172
Ziegler-Nichols Reaction Curve Tuning Rule
P only PI PID

Kc /DKp 0.9/DKp 1.2/DKp

I n.a. D/0.3 D/0.5

D n.a. n.a. 0.5D

173
 △C
D
D= 1
τ τ =13
k = -0.0202

Kc= -579.2079
τi =3.33
△m

174
175
setpoint

176
177
 Ziegler-Nichols Ultimate Gain Tuning
Find the ultimate gain of the process Ku. The period of the
oscillation is called ultimate period Pu
P only PI PID

Kc Ku/2 Ku/2.2 Ku/1.7

I n.a. Pu/1.2 Pu/2

D n.a. n.a. Pu/8

178
Measuring Controller Performance
 
IAE   y s  y t  dt   et  dt
0 0
 
ISE    y s  y t  dt   et  dt
2 2

0 0
 
ITAE   t ys  y dt   t et  dt
0 0
179
 Upper Limit of Designed Controller
Parameters of PID Controllers
• Q: Given a plant with a transfer function G(s), one
implements a PID controller for closed loop control,
what is the upper limit of its parameters?
• A: The upper limit of a controller should be bounded
at its closed loop stability.

180
 Approaches
• Direct Substitution for Kc
• Root Locus method for Kc
• Frequency Analysis for all parameters

181
 An Example
＋
○ Kc
1
－
( s  1)( s  2)( s  3)

182
 1. Stability Limit by Direct Substitution
• At the stability limit (maximum value of Kc
permissible), roots cross over to the RHP. Hence when
Kc=Ku, there are two roots on the imaginary axis
s=±iω
• (s+1)(s+2)(s+3)+Ku=0, and set s= ±iω, we have (iω+1)
(iω+2)(iω+3)+Ku= 0, i.e. (6+Ku-6ω2)+i(11ω-ω3)=0.
This can be true only if both real and imaginary parts
vanishes: 11ω-ω3=0→ ω= ±√11 ; 6+Ku-6×11=0
→Ku=60
183
 Case Study
Control Loop Troubleshooting
Overall Course Objectives
• Develop the skills necessary to function as an industrial process
control engineer.
– Skills
• Tuning loops
• Control loop design
• Control loop troubleshooting
• Command of the terminology
– Fundamental understanding
• Process dynamics
• Feedback control

184
Objectives for Control Loop Troubleshooting

• Be able to implement an overall troubleshooting

methodology
• Be able to determine whether or not the actuator, process,
sensor, and controller are functioning properly.
• Recall the major failure modes for each of the elements of a
control loop.

185
 Troubleshooting Loops in the CPI
Control Diagram of a Typical Control Loop
Actuator
System
F1 F2

T1 T2

Sensor
System
Controller TC T
F
TT

186
Components and Signals of a Typical Control Loop
Actuator System

F1 F2

T1 T2

Thermowell
3-15 psig
T
F
4-20 mA
Air I/P D/A
Thermocouple
millivolt signal

Operator Tsp DCS 4-20 mA

Control A/D Transmitter
Console
Computer

Controller Sensor System

187
What is Control Loop Troubleshooting?

• Control loop is suspected of not functioning properly.

– Poor overall control performance
– Erratic behavior
– Control loop was removed from service.
• Identify the source of the problem.
• Correct the problem.
• Retune the controller and monitor.

188
Overall Approach to Troubleshooting Control Loops
• Check subsystem separately.
– Actuator system
– Controller
– Sensor
– Process
• Then check performance of the entire control loop
• What’s been changed lately?
189
 Checking the Actuator System
• Apply block sine wave input changes to the setpoint for
the flow controller.
• Determine the dead-band of the flow control loop from
a block sine wave test. Also, estimate the time constant
for the flow control loop from the block sine wave test.
• If the time constant is less than 2 seconds and the dead-
band is less than 0.5%, there is no need to evaluate the
actuator system further

190
Block Sine Wave Test

Time
191
 Common Problems with the
Actuator System
• Excessive valve deadband
• Improperly sized control valve
• Valve packing is tightened too much
• Improperly tuned valve positioner

192
 Check the Sensor System
• Evaluate the repeatability of the sensor during
steady-state operation.
• Evaluate the sensor dynamics.
– This may require an independent measurement of the
controlled variable.
– Or check the elements that could contribute to a slow
responding sensor.

193
 Most Common Sensor Failures
• Transmitter • Sampling system for GC
– Improperly calibrated
– Plugged line in sampling
– Excessive signal filtering
system
• Temperature sensor
– Off calibration • Flow indicator
– Improperly located thermowell – Plugged line to differential
– Buildup of material on the pressure sensor
thermowell • Level indicator
• Pressure
– Plugged line to differential
– Plugged line to pressure sensor
pressure sensor
194
 Check the Controller
• Check the filtering on the
measured value of the
controlled variable.
• Check the cycle time for the
controller.
• Check the tuning on the
controller.
Factors that Affect the Closed-Loop
Performance of a Control Loop
• The type and magnitude of
disturbances
– Primarily affects variability in CV
– Can affect nonlinear behavior
• The lag associated with the
components of the feedback control
loop (actuator, process, and sensor)
– Results in slower disturbance rejection
which affects variability
• Precision of the feedback components
– Directly affects variability
195
 Testing the Entire
Control Loop Closed-Loop Block Sine
Wave Test

• Closed-loop block sine

wave test
• Variability of the
controlled variable over
a period of a week or
more.
196
 Closed-Loop Block Sine Wave Test
• Closed-loop dead-band
– Indication of the effect of actuator dead-band, sensor
noise, and resolution of A/D and D/A converters
• Closed-loop settling time
– Indication of the combined lags of the control loop
components
• A means of determining if all the major problems
with in a control loop have been corrected.
197
 SPC Chart

A Method for
Evaluating the
Long-Term
Performance
of a Controller

198
 Long-Term Measurement
Troubleshooting Example
of Variability
• Symptom- The variability in the
• Direct measure of control impurity level in the overhead product
performance in terms of a distillation column is greater than
that relate to economic the specified limit.
• Step 1 Check the actuator system
objectives – By applying a series of block sine wave
• Takes longer to develop tests, it was determined that the deadband
and time constant of the flow control loop
than closed-loop block were 0.3% and 1.5 second which indicates
that the actuator system is functioning
sine wave test properly.
199
 Troubleshooting Example (cont.)
• Step 2 Check the controller
– The filtering on the product analyzer reading was found to be excessive
– The controller was retuned
– The control performance was improved but at times it was still not
meeting the product variability specifications
• Check the product analyzer
– The repeatability was determined by observing steady-state periods and was found to be well
within the product variability specifications.
– The cycle time of the controller was found to be appropriate.
– Excessive transport delay in the sample system was identified and a new sample pump
installed
– The composition controller was retuned and control performance met specifications.

200
 Troubleshooting Exercise
• Students pair up into groups of two.
• One student represents the “process” and the other, who is
acting as the control engineer, performs the
troubleshooting.
• The process student must choose a loop fault and the
control engineer requests the results of certain tests from
the process.
• After the engineer identifies the problem and fixes it, the
students switch roles and repeat the exercise.
201
 Overview of CPI Troubleshooting

• In order to ensure that a control loop is

functioning properly, the control engineer must
have a thorough knowledge of the proper
design and operation (Table 2.3) of the various
components that comprise the control loop.

202
 Troubleshooting in the Bio-Tech Industries
Overall Approach
• For the CPI, troubleshooting usually involves evaluation of one
control loop at a time.
• For the bio-tech industries, it usually involves evaluating the
operation of a bio-reactor.
• For the bio-tech industries, poor operation of a bio-reactor can
involve poorly performing control loops or poorly performing
sensors. Therefore, troubleshooting is a global problem.

203
 Expert Systems
• Expert systems for troubleshooting a bio-reactor are based on
distilling the experience of experts into a set of “if-then-else”
rules that guide the operator to the root problem(s).
• Expert systems can identify batches that can be returned to a
normal operating window. Otherwise, the batch can result in off-
specification products that are useless.
Actuator Systems
• Block sine wave tests can be used to determine the deadband and time
constant for the actuator system.
• See Table 2.3 for desired performance levels.
204
 Sensor Systems
• Coriolis flow meters- require periodic calibration.
• Ion-specific electrodes (DO, pH and Redox)- require regular
replacement and proper location is important.
– DO- membrane should be replaced regularly.
– pH- calibration drift a problem requiring calibration
– Redox- regular calibration a problem
• Turbidity sensor- cell can accumulated in the measurement cell.
• Mass spec- highly reliable due to regular calibration with air samples.
• HPLC- use “guard” columns to reduce fouling of the HPLC column.
• FIA- malfunctioning valves a major problem.

205
 Overview of Bio-Tech
Troubleshooting
• Expert systems are used to guide the troubleshooting
activity.
• Troubleshooting bio-reactors is a global problem requiring
a complete understanding of the entire system.
• Effective troubleshooting of bio-reactors can greatly reduce
the frequency of “bad” batches and is, therefore,
economically important.

206
Day 4 Process Safety

207
Day 4:
Process Safety
 At the end of each module a set of (test) questions are included.
 Passing the test of each module a score of ≥ 80% has to be reached.
 Training is based on Center for Chemical Process Safety (CCPS) 4
foundation blocks and 20 elements.
 Training is divided in 5 Modules (Introduction and each of the 4
foundation blocks).
 Training include reference and details of curtain elements of the
SABIC/SK SHEMS.
 At the end of each module a set of (test) questions are included.
 Passing the test of each module a score of ≥ 80% has to be reached.

208
 Catastrophic release:

 Major uncontrolled
emission, fire, or
explosion
 Involves one or more
highly hazardous
chemicals
 Presents serious
danger to employees
in the workplace

209
Highly hazardous chemical: a substance possessing
toxic, reactive, flammable, or explosive properties
and specified by section 1910.119(a)(1)

210
Process:
• Any activity involving a highly hazardous chemical
including use, storage, manufacturing, handling, or the
on-site movement of such chemicals, or combination of
these activities

•Any group of vessels that are

interconnected, &
•Separate vessels which are located such
that a highly hazardous chemical could be
involved in a potential release
•All considered a single process

211
• Chemicals addressed in 1910.119, Appendix A
at their Threshold Quantities (TQs)

Chemical Name CAS TQ

Acetaldehyde 75-07-0 2500
Acrolein (2-Propenal) 107-02-8 150
(View complete list of chemicals in Appendix A)

• Process involving a chemical at or above the

specified threshold quantities (TQs)

212
Category 1 Flammable Liquid (per
1910.1200) or Flammable Liquid with
flashpoint below 1000F on site at one
location in a quantity of 10,000 lbs or
more

213
29 CFR 1910.119 does NOT apply
to:
• Hydrocarbon fuels used solely for
workplace consumption as a fuel
not as part of a process
containing another highly
hazardous chemical
• Flammable liquids with a
flashpoint below 1000F
stored in atmospheric
tanks or transferred kept below
their normal
boiling point without
benefit of chilling or refrigeration

214
Also does NOT apply to:
• Retail facilities
• Oil/gas well drilling or servicing operations
• Normally unoccupied remote facilities

215
To plan against events
which will disrupt or
shutdown a process or
to allow a chemical to
escape its containment
and impact on the
plant, personnel and
community at large

216
Through Anticipation or Historic
Occurrence:
March 28, 1979, Middletown,
Pennsylvania: Although a horrendous
event, lessons were learned which
benefitted the entire nuclear
generating community

Three Mile Island Nuclear Power Station (TMI)

217
Anticipates events based
on the chemicals used in
storage and processes

To preclude uncontrolled
releases or to minimize
their severity if released

218
A method to
determine plant or
process chemical
hazards and develop
policies, procedures
and safeguards
against emergencies
which may occur
219
220
• Employers shall develop a written plan of
action for implementation of the employee
participation required by 1910.119(c)

• Employers consult with employees/their

representatives on conduct and
development of process hazards analyses
(PHA)

221
• Provide employees
and their
representatives
access to PHA and
all other information
required to be
developed under
this standard

222
Employer:
• Complete written process safety information
before conducting any PHA
• To identify/understand hazards posed by those
processes
• Include information concerning hazards of the
highly hazardous chemicals used or produced by
the process
• Information of the technology of the process
• Information of the equipment in the process
223
Highly Hazardous Chemical
Process Information

• Toxicity
• Permissible exposure limits
• Physical data
• Reactivity data
• Corrosivity data

224
• Thermal and chemical stability data
• Hazardous effects of inadvertent mixing
of materials
• Safety Data Sheets (SDS) per 29 CFR
1910.1200(g) may be used to comply

225
Graphic means which
describe the workings
of a process for
purposes of
emergency shutdown,
maintenance and
system restoration

226
• Block flow
diagram
• Process flow
diagram
• Piping and
instrument
diagrams (P&IDs)

(Block & process diagrams available

in 29 CFR 1910.119, Appendix B)

227
Elements:
• Simplified
• Major process equipment
• Interconnecting flow lines
• Flow rates
• Stream composition
• Temperatures and pressures

228
More complex:
• Main flow streams, valves
• Temperatures and pressures
• Feed and product lines
• Materials of construction
• Pump capacities & pressure
heads
• Major control loop
components

229
• Also known as (P&IDs)
• Describe relationships
between equipment
and instrumentation
• Computer software
may be used

230
Viewed:
• Process chemistry
• Maximum intended inventory
• Safe upper and lower limits
o Temperatures
o Pressures
o Flows
o Compositions
o Deviation consequences
affecting employee safety
and health

231
• Where original technical
information no longer exists

• Information may be
developed in conjunction
with the PHA in sufficient
detail to support the analysis

232
Include:
• Materials of
construction
• Piping and instrument
diagrams (P&IDs)
• Electrical classification
• Relief system design
and design basis

233
• Ventilation system
design
• Design codes and
standards employed
• Material and energy
balances for processes
building after May 26,
1992
• Safety systems
(interlocks, detection or
suppression systems)

234
• Equipment complies with
recognized and generally
accepted good engineering
practices
• For existing equipment
designed and constructed
per codes, standards, or
practices no longer in
general use, determine
and document it is:
o Designed,
o Maintained,
o Inspected,
o Tested, and
o Operating in a safe
manner

235
• PHA on processes covered by this
standard
• Appropriate to the complexity of the
process shall identify, evaluate and
control the hazards involved
• Determine and document the priority
order for conducting PHA based on
extent of:
o Process hazards
o Number of potentially

affected employees
o Age of process
o Operating history of process

236
• Shall be conducted as soon as possible but no later than
(NLT):

NLT Initial Process completed by 

25% May 26, 1994
50% May 26, 1995
75% May 26, 1996
Completed by May 26, 1997

• After May 26, 1997 - Acceptable if requirements of initial

PHA are met

237
Methods used to determine and evaluate hazards:
 
• What If
• Checklist
• What If/Checklist
• HAZOP (Hazard & Operability Study)
• FMEA (Failure Mode & Effects Analysis)
• Fault Tree Analysis
• An Appropriate Equivalent Methodology

238
Through
developed
questions and
answers, the
effects of
component
failures or
process
errors are
evaluated

239
• As the term implies,
checklists are used for
various aspects of the
process
• Audit of operators
• Equipment and
construction issues
• Maintenance records
• Others as determined

240
• Team members evaluate the overall operation by
topic area
• Individuals then specifically study such areas as:
oMaterial hazards
oProcess hazards
oPolicies and procedures
oEquipment/instrument design
• Generating the “what if” questions in a checklist
fashion

241
242
• Also called HAZOP
• Determination of deviation
from their design basis
• Diagrams of the facility’s
piping, electrical system
and instrumentation can be
used

243
 Failure Mode & Effects Analysis (FMEA)

• Component failure study

• Analyzed would be:
o Mode of failure
o Consequences
o Designation of classification of failure
o Likely failure probability
o How a failure would be detected
o How such a failure could be
compensated
• Single as well as multiple failures could
also be considered in planning

*RPN=Risk Priority Number

244
• Risk Priority Number assigned to assist in prioritizing
failure modes in a process
• Assigned by the PHA team during planning
• RPNs range from 1 (best) to 1,000 (worst)
• Formula used: (S x O x D) = RPN
Where:
• S=severity assigned relative to the effect perceived
• O=Occurrence of likelihood that the cause will produce
the failure mode
• D=Detection is effectiveness of controls to
prevent/detect the cause of the failure mode before the
failure results
245
Examples:
S x O x D = RPN
System #1 5 x 10 x 3 = 150
System #2 3 x 3 x 3 = 27
System #3 2 x 2 x 2 = 8

• System #1 has a higher number, but System #3 may be

more important to the overall operation
• Once RPNs are determined, always address the high severity
failure modes no matter their RPNs
• This RPN ranking assists in the overall planning process

246
247
• Views potential event
sequences which may result in
an incident
• Diagram looks like a tree
• Each branch lists sequence of
events (failures) for different
paths to the end event
• Probabilities assigned to each
event then used to determine
the statistical probability to the
end event which is posed
• An appropriate equivalent
methodology may also be
adopted for use

248
Day 5:
Process Safety

 At the end of each module a set of (test)

questions are included.
 Passing the test of each module a score of
≥ 80% has to be reached.
249
• Hazards of the process
• Previous incident with likely potential of catastrophic
consequences
• Engineering & administrative controls applicable to hazards
• Consequences of engineering & administrative control failures
250
• Facility siting
• Human factors
• Qualitative evaluation of
possible safety and
health effects of failure of
controls on employees

• Address team’s findings

and recommendations
• Assure team’s
recommendations are
resolved
• Document resolution
• Document needed actions
• Complete actions as soon
as possible
251
 Employer’s System
• Develop a written schedule
• Communicate actions to
operating, maintenance and
other employees in the
process and who may be
affected by actions

• Updated and revalidated by a team meeting at least every 5 years

• Update and retain the PHA for each process for the life of the
process
Operating Procedures
• Written, for safely conducting activities involved in each covered
process 252
 Steps for each Operating Procedure
Addresses at least:
• Initial set-up
• Normal operations
• Temporary operations
• Emergency shutdown
• Emergency operations
• Normal shutdowns

• Startup following turnaround or emergency shutdown

• Operating Limits
• Consequences of deviation
• Steps required to correct or avoid deviation

253
 Safety & Health Concerns
Process chemicals
• Properties
• Hazards

• Engineering controls
• Administrative controls
• PPE

254
Precautions to Prevent Exposure
Control measures against:
o Physical contact
o Airborne exposure
o Quality control for raw materials
o Control of hazardous chemical inventory levels
o Special/unique hazards
o Safety Systems/functions

Operating Procedures

• Readily accessible to those working in or

maintaining a process
• Reviewed as necessary
• Reflect current operating practice

255
 Safe Work Practices
Hazard control during
operations

• Lock-out/tag-out
• Confined space entry
• Opening process
equipment/piping
• Facility entrance control
by maintenance,
contractor, laboratory,
support personnel

256
 Training
Training: Contractors
Initial: those operating a process
• Applies to contractors performing:
• Overview
• Maintenance, repair or adjacent to a
• Procedures
covered process
• Safety/health hazards
• Does not apply to: Contractors
• Emergency operations/shutdown
supplying incidental services
• Safe work practices

Train each employee involved in

maintaining the on-going integrity
of process equipment

257
 Employer’s Responsibilities

• Obtain and evaluate contract employer’s safety performance and programs

• Inform contract employers of known potential fire, explosion, or toxic
release hazards
• Explain to contract employers the applicable provisions of emergency action
plan
•Develop, implement safe work practices to control the entrance, presence
and exit of contract employers and contract employees in covered process
areas
• Periodically evaluate performance of contract employers
• Maintain a contract employee injury and illness log related to the
contractor’s work in process areas

258
 Contractor’s Responsibilities
• Assure each employee is trained in work practices
necessary
• Document each employee has received/understood
required training
• Keep training record on each
employee
• Assure each employee
follows facility safety rules
• Advise employer of unique hazards
presented by/found by contract
employer

259
 Pre-Startup Safety Review

• Perform for new or modified facilities when modification

is significant enough to require a change in process
safety information
• Shall confirm that prior to introduction of highly
hazardous chemicals to a process
• Construction and equipment is in accord with design
specifications
• Safety, operating, maintenance and emergency
procedures are in place

260
 New Facilities

• PHA performed and recommendations

resolved or implemented before startup
• Modified facilities meet requirements
contained in management of change
section (1910.119(l))
• Training of each employee involved in
operating a process is completed

261
 Mechanical Integrity
Applies to following process equipment:
• Pressure vessels and storage tanks
• Piping systems
• Piping components such as valves
• Relief and vent systems and devices
• Emergency shutdown systems
• Controls
o Monitoring devices
o Sensors
o Alarms
o Interlocks
• Pumps

262
 Written Procedures

• Written to maintain the

on-going integrity of
process equipment

• Specific to the needs and

to promote safety

263
 Inspection and Testing

On process equipment:
• Procedures shall follow recognized and accepted
good engineering practices
• Frequency consistent with applicable
manufacturers’ recommendations
• More frequently if determined necessary
• Document deficiencies and corrective actions
before further use

264
 Quality Assurance

New plants: to determine equipment is

suitable for process application
• Checks & inspections:
o Equipment is suitable for process
application
o Consistent with design specifications
o Manufacturer’s instruction

265
 Hot Work Permit

• For hot work conducted on or

near a covered process
• Document fire prevention &
protection requirements
implemented (per 29 CFR
1910.252(a))
• Permit kept on file until work
operations are completed

266
 Management of Change

• Written procedures to manage

changes (except for
“replacements in kind”)
• Prior to any change, address:
o Technical basis for proposed
change
o Impact on safety and health

267
 Management of Change

Discuss:
• Modifications to operating procedures
• Time period for the change
• Authorization for the change
• Employees and contract employees affected by change
are informed and trained in the change prior to process
start-up
• If change results in change in process safety
information, update accordingly

268
 Incident Investigation
• Investigate each incident
resulting in, or which
could have resulted in a
catastrophic release of
highly hazardous chemical
in the workplace

• Initiate as soon as
possible but not later than
48 hours following the
incident

269
 Investigation Team
• At least one person
knowledgeable in the process
• A contract employee if
incident involved work of the
contractor
• Other persons with
appropriate knowledge and
experience to thoroughly
investigate and analyze the
incident

270
 Incident Report

At investigation’s conclusion:

• Date of incident
• Date investigation began
• Incident description
• Contributing factors
• Recommendations resulting

271
 Incident Resolution

• Establish a system to
address and resolve the
incident
• Affected personnel review
the report
• Retain reports for 5 years

272
 Emergency Planning & Response

• Establish an emergency
action plan for entire plant
(per 29 CFR 1910.38)

• Plan will also have

procedures for handling small
releases (per 29 CFR
1910.120(a)(p)(q))

273
 Compliance Audits
• Employers certify they have evaluated compliance with provisions of this
section at least every 3 years to verify the procedures and practices are
adequate and being followed
• Audit shall be conducted by at least 1 person knowledgeable in the
process
• Audit findings shall be developed
• Determine and document response to each
of the findings
• Document deficiencies have been corrected
• Retain the 2 most recent compliance audit reports

274
 Trade Secrets

• Employers shall make all information needed to comply available to

those:
o Compiling the process safety information
o Assisting in development of the PHA
o Responsible for developing the operating procedures
o Involved in:
• Incident Investigations
• Emergency Planning and Response
• Compliance Audits
• Nothing in this paragraph shall preclude the employer from requiring
the persons receiving the information to enter into confidentiality
agreements

275
SHEM System

276
 MANAGEMENT (SHEM) SYSTEM

PURPOSE
• To ensure that a system is in place to develop,
implement, communicate and continuously improve the
SHEM Programs by providing resources and visibly
involving Senior Management, Line Management and
employees.

277
 SHEM-00 SHEM-01 SHEM-02 SHEM-03 SHEM-04
Leadership & System SHE Documentation & Risk Assessments Operating & Maintenance Training & Competence
Management Control of Records Procedures

SHEM-05 SHEM-06 SHEM-07 SHEM-08

Contractor SHE Pre-Startup SHE Mechanical Integrity Safe Work Practices

Management Reviews

SHEM-10 SHEM-11
SHEM-09
Incident Reporting,
Management of Classification, Investigation Emergency
Change & Analysis Planning &
Response

SHEM-12 SHEM-13

Health & Industrial Environment Standards

Hygiene

SHEM
ELEMENTS

278
 SHEM Organization
•SHEM Sponsor.
•Element Sponsor.
•SHEM Coordinator.
•SHEM Element Administrator(s) and Sub-
element Administrators.
•SHEM Committee.

279
 Element Administrator shall conduct periodic
meetings with Sub-Element Administrators to:
•Ensure consistency in development of management
systems and implementation across all Leadership &
System Management Elements.
•Review the programs for Leadership & System
Management.
•Ensure compliance to this Element and its Sub-elements.
•Review compliance status of this Element and its Sub-
elements.
280
 Senior management shall
ensure the following:
•Compliance to SHEM Elements.
•Leadership is demonstrated by Management in accordance with SHEM-00.01:
Management Commitment, Accountability & Responsibilities. 
•SHE Policy is developed and implemented in accordance with SHEM-00.02: SHE
Policy Development. 
•SHE objectives and targets are established, documented, implemented and
followed-up.
•Compliance to regulatory requirements.
•Systems are in place for each SHEM element and Sub-Element in accordance with
SHEM-00.03: Management System Development & Improvement.

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 Senior management shall
ensure the following:
•SHE Committees (MHSEC) and Sub-Committees are in place to ensure
compliance to SHEM System in accordance with SHEM-00.04: SHE
Committees and Sub-Committees.
•SHEMS Exemptions are obtained in accordance with SHEM-00.05:
SHEMS Exemption.
•SHEM Compliance Audit is carried out and its findings are addressed in
accordance with SHEM-00.06: Compliance Audit & Evaluation.
•Award and Recognition programs are in place in accordance with
SHEM-00.07: Awards and Recognition.

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 SHEMS Sponsor:
–Ensure consistency in development of management
systems and implementation across all Leadership &
System Management Elements.
–Review the programs for Leadership & System
Management.
–Ensure compliance to this Element and its Sub-elements.
–Review compliance status of this Element and its Sub-
elements.

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• VERIFICATION & MEASUREMENT:
• Every two (2) years self and internal SHEM audit.

• FEEDBACK MECHANISM:
• Verification process findings shall be communicated
to all responsible positions as appropriate.
• Corrective Action plans shall be developed based in
improvements identified by verification processes.

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 President shall
•Lead the SHEM System implementation, SHEM Program development
and implementation and report SHEM issues directly to the President
and Vice President.
•Ensure that resources are allocated to achieve SHEM objectives.
•Ensure that necessary tools and training are provided to the
employees to fulfill their responsibilities in implementing the SHEM
Program.
•Be the Chairman of SHEM Committee.
•Directly interface with management to address issues relating to
SHEM implementation.

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 A SHEM Coordinator shall be
•Be knowledgeable of the requirements of SHEM System.
•Maintain records of the management system documentation, SHEM
system/Audit Protocol, SHEM Committee meeting minutes, etc.
•Report to SHEM Sponsor on matters relating to SHEM.
•Assist SHEM Sponsor to assess resource requirements to achieve the SHEM
objectives and targets.
•Monitor activities of ongoing SHEM program to achieve the approved SHEM
objectives and targets.
•Ensure that a process is in place to communicate and ensure employees
understanding of their responsibilities in implementing SHEM.
•Act as a focal point between Element Administrators.

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 The SHEM Element Administrator
shall
–Be knowledgeable of the requirements of the assigned management .
–Seek clarification from SHEM Coordinator for any requirement.
–Develop and update management system for compliance with Elements.
–Ensure systems are developed for the Sub-elements of the SHEM Element.
–Develop action plan to meet annual and long term SHEM Objectives.
–Monitor implementation of the SHEM System Elements and Sub-elements.
–Enhance employee awareness on the SHEM Element and Sub-element
requirements and their responsibilities of the Element assigned to them.
–Identify training and communicate needs for the assigned SHEM Element.
–Quarterly meet with the Sub-element administrators of the Element assigned to
them to monitor compliance and identify areas for improvement.

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 The SHEM Element Administrator shall
–Provide feedback to SHEM Committee and / or Sponsor on status of
implementation and identify areas for improvement of the SHEM Element
–Maintain records relating to development and updating of management system,
spot checks and concerns communicated of the Element and Sub-element assigned
to them.
–Participate in the SHEM Self-Audit for the SHEM Element and Sub-element not
assigned to him.
–Develop action plan based on findings of Self-Audit and other SHEM Audits of the
SHEM Element and Sub-element assigned to them.
–Verify completion of action plan for Self-Audit and other SHEM Audits of the SHEM
Element and Sub-element assigned to them.

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 An Employee Participation Program shall be
•Clearly identified mechanisms to facilitate employees to input into the SHEM
activities of each SHEM System
•Roles and responsibilities of employees shall be clearly defined in
implementing the requirements of each SHEM.
•Communication/accessibility to employees on status of SHEM objectives and
targets, availability of new/updated .
•Employees shall be empowered to express their concern on unsafe act and
unsafe conditions. Line management shall be responsible to address such
concerns. Such concerns and their response shall be documented.
•Employee participation and performance in implementing SHEM Program
shall be considered as an integral part of employee performance appraisal.

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