Page 192 - Serious Incident Prevention How to Achieve and Sustain Accident-Free Operations in Your Plant or Company

CH15pp159-189 4/10/02 12:51 PM Page 161

Applying the Process Model—A Case Study 161

SITE MANAGER

MANUFACTURING HSE ADMINISTRATION CHEMICAL
HANDLING

UNIT
UNIT “C”
UNIT A “A” UNIT B “B” UNIT C PIPELINE TANK WAREHOUSE
UNIT
STORAGE
FIGURE 15-1. Facility organization chart: Quality Manufacturing Inc.

Allocation of resources consistent with the established goals and ob-
jectives.
Maintaining a consistent bias toward identifying needed improve-
ments to the process rather than fixing blame when incidents and
near misses occur.
Ensuring that the necessary company-wide procedures, guidelines,
and programs that support serious incident prevention are estab-
lished, including:
Hazard communication
Process hazards analysis
HSE audits
Management of change
Training
Emergency response planning
Mechanical integrity processes
Facility safe-work standards
Alcohol and drug abuse programs
Employee selection and hiring standards
Contractor safety standards

Implementing Other Process Elements

The effective leadership of QMI’s management helps maintain serious
incident prevention as an organizational priority. Management’s leadership