Page 216 - 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 182

182 Serious Incident Prevention

Manufacturing Department—
Serious Incident Prevention Processes

Each of the organizational units within QMI’s manufacturing depart-
ment (Figure 15-16) has developed customized serious-incident prevention
processes. Each unit within the department operates as a team led by its
first-level supervisor. Each first-level supervisor also serves as a member of
the department team led by the superintendent of manufacturing. The man-
ufacturing superintendent’s participation on the QMI Site Management
team provides the linkage needed to sustain a common focus on key per-
formance objectives, including maintaining incident-free operations.
Each team within the manufacturing department understands the spe-
cific risks related to its operations and has identified the critical work nec-
essary to sustain incident-free operations. Goals are established that reflect
high performance expectations. Performance is monitored and reinforce-
ment or corrective action initiated contingent upon performance. Priority is
maintained on updating and continually improving serious incident preven-
tion processes throughout the department.
Each unit in the manufacturing department has identified work critical
to sustaining safe operations, established performance standards, measure-
ment and feedback systems, and has developed reinforcement plans. (Due
to similarity with information developed by units within the chemical han-
dling department, the critical work, measurement and feedback systems,
and reinforcement plans developed by the manufacturing team are not in-
cluded in this case study.)

Manufacturing
Department

Unit A Unit B Unit C
Unit “B”
Unit “C”
Unit “A”
FIGURE 15-16. Manufacturing department organization.