1

INTRODUCTION

1.1 OVERVIEW AND OBJECTIVE OF THIS BOOK

Since its founding in 1985, the American Institute of Chemical Engineers7

Center for Chemical Process Safety (CCPS) has promoted enhanced manage-
ment of chemical process safety. Leading the way in recognizing that process
safety involves both technology and management, the CCPS program has
included a series of initiatives designed to address the concerns and interests
of senior management (A Challenge to Commitment), middle management
(Guidelines for the Technical Management of Chemical Process Safety), and plant-
level staff (Plant Guidelines for Technical Management of Chemical Process Safety).
These materials derive from CCPS' model for the technical management of
chemical process safety, which is presented here as Table 1-1.
Guidelines for Implementation of Process Safety Management is designed to
assist those who are called upon to design, develop, and install process safety
management systems within their plants or companies: the people who must
"make it happen." Therefore, this book includes examples and references to
assist in the design of a management system for implementation of process
safety throughout a plant or company.
The task of process safety management implementation is complex because
it crosses over several functional areas of a company's organization. For
example, comprehensive process safety management systems influence re-
search, development, and engineering; facility and process construction, oper-
ation, and maintenance; training throughout the organization; procurement;
and information management.
This book provides practical assistance in how to implement the ideas and
concepts found in earlier CCPS publications.

1.2 SCOPE

1.2.1 What Kinds of Companies and Operations Are Covered?

These Guidelines are designed to be adaptable to the needs of most operations
involved in the storage, transfer, use, and processing of hazardous materials,
and the information is intended to be adapted by the reader.
TABLE 1-1
AlChE/GCPS Process Safety Management Elements
Accountability: Objectives and Goals
Continuity of operations
Continuity of systems (resources and funding)
Continuity of organizations
Company expectations (vision or master plan)
Quality process
Control of exceptions
Alternative methods (performance vs. specification)
Management accessibility
Communications
! 'rocess Knowledge and Documentation
Process definition and design criteria
Process and equipment design
Company memory (management information)
Documentation of risk management decisions
Protective systems
Normal and upset conditions
Chemical and occupational health hazards
Capital Project Review and Design Procedures
(for new or existing plants, expansions, and acquisitions)
Appropriation request procedures
Risk assessment for investment purposes
Hazards review (including worst credible cases)
Siting (relative to risk management)
Plot plan
Process design and review procedures
Project management procedures
Process Risk Management
Hazard identification
Risk assessment of existing operations
Reduction of risk
Residual risk management (in-plant emergency response and mitigation)
Process management during emergencies
Encouraging client and supplier companies to adopt similar risk management practices
Selection of businesses with acceptable risks
Management of Change
Change of technology
Change of facility
Organizational changes that may have an impact on process safety
Variance procedures
Temporary changes
Permanent changes
TABLE 1-1
AlChE/CCPS Process Safety Management Elements (continued)
Process and Equipment Integrity
Reliability engineering
Materials of construction
Fabrication and inspection procedures
Installation procedures
Preventive maintenance
Process, hardware, and systems inspections and testing (pre-startup safety review)
Maintenance procedures
Alarm and instrument management
Demolition procedures
Human Factors
Human error assessment
Operator/process and equipment interfaces
Administrative controls versus hardware
Training and Performance
Definition of skills and knowledge
Training programs (e.g., new employees, contractors, technical employees)
Design of operating and maintenance procedures
Initial qualification assessment
Ongoing performance and refresher training
Instructor program
Records management
Incident Investigation
Major incidents
Near-miss reporting
Follow-up and resolution
Communication
Incident recording
Third-party participation as needed
Standards, Codes, and Laws
Internal standards, guidelines, and practices (past history, flexible performance
standards, amendments, and upgrades)
External standards, guidelines, and practices
Audits and Corrective Actions
Process safety audits and compliance reviews
Resolutions and close-out procedures
Enhancement of Process Safety Knowledge
Internal and external research
Improved predictive systems
Process safety reference library
 This book primarily addresses process safety management for facilities
handling hazardous materials, and describes activities and approaches within
medium- to large-size U. S. companies. However, readers will find that many
of the principles outlined here are equally applicable and readily adaptable to
smaller operations and single-plant operations. Similarly, although the case
study provided at the end of this volume focuses on the chemical industry, the
principles it illustrates apply to the full range of allied industries such as pulp
and paper, electronics, oil and gas, etc. The Guidelines can be seen as a template
that can be refined and applied to a wide range of processes, industries, and
organizational structures.
To assist you in looking beyond this book, Chapter 9 addresses the expan-
sion of process safety management programs and techniques to cover trans-
portation and other business activities requiring environmental, health, and
safety control. Chapter 9 also raises some of the issues that readers should
consider in implementing process safety management internationally.

1.2.2 What Information Is in This Book? What Is Not?

This book addresses the design, development, and installation of process
safety management systems, but does not address subsequent operation and
maintenance of those systems. The book's goal is to help you put together a
workable, effective program and put it in place within your company or plant.
There is no single "right" way to implement process safety management. Effective
programs and systems are fully integrated into an individual company's
operations, and reflect its business priorities, culture, and organization. For
this reason, as you will see, this book does not present formulae or dictate
instructions for implementation. Instead, it provides information and "how
to" examples to help people who have responsibility for developing process
safety management programs determine the approach that best fulfills their
companies' specific needs.
Some of this information is presented in the form of very specific examples,
used to illustrate a range of approaches and methods. This range is not
intended to be all-inclusive; your company's precise organization may not be
represented here. However, every effort has been made to address several
common structures, including centralized and decentralized operations and
" top-down" and "bottom-up" management structures.

1.3 HOWTOUSETHISBOOK
Implementing process safety management (PSM) is a process, each of whose
phases builds on previous steps. This book's organization reflects this process
chronologically. Chapters 2 through 8 of this book present a step-by-step
discussion of the process of designing a management system for implement-
ing process safety.
Each chapter includes other common elements, including:

"Hint" boxes, highlighting specific implementation pointers for con-

sideration.
"Troubleshooter" boxes, which help identify potential bottlenecks and
suggest ways to overcome them.

Because of its chronological presentation, you will probably find it most

productive to read this book in chapter order. As you undertake the process it
describes, you may find that some sections are particularly relevant to your
company and elect to share them with teammates or other colleagues. Similarly,
you may find it useful to consolidate hints for discussion inside your company.
At the end of this book you will find a case study describing PSM im-
plementation at "Midwest Chemicals and Plastics."
Midwest Chemicals and Plastics (MCP) is an imaginary company, but as
described it reflects many characteristics commonly seen in both large and
small companies interested in PSM. MCP begins exploring PSM without a real
understanding of what PSM involves or how to use the concepts. A "cham-
pion" is appointed, and under the guidance of the champion and a team of
others, MCP proceeds through a series of steps including defining the goals,
assessing their current status, establishing priorities, preparing a plan for PSM
implementation, and designing, testing and installing specific PSM systems.
The experience of MCP shows how both centralized and decentralized
management approaches can be consistent with implementation of PSM.
There is more than one way to successfully design, develop, and install PSM
systems, and in some cases more than one approach will be needed within the
same company.
As MCP proceeds with PSM implementation, the company emphasizes
sharing and making effective use of programs that already exist, recognizing
that PSM implementation is a big job, and no one can afford to "re-invent the
wheel." Even when different divisions of MCP proceed with different ap-
proaches to PSM implementation, ongoing communication facilitates sharing
of information. As MCP assesses its PSM status and designs PSM systems, the
team pays careful attention to identifying and using systems already in place.
MCP's success relies on the continuing support and commitment of the
company's senior management. It is vital that such support be enlisted at the
earliest stages of PSM design. The PSM implementation effort requires resour-
ces; given the inevitable competition for limited resources within any or-
ganization, senior management support is a key success factor.
The MCP example, though fictional, helps to demonstrate how the ap-
proaches described in this book can come together to achieve PSM implemen-
tation.