Page 223 - 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 189

Applying the Process Model—A Case Study 189

The site management team recognizes that the occurrence of a serious
incident represents a common point of failure on the pathway to achieving
many of the organization’s key objectives, e.g., customer satisfaction, fi-
nancial performance, company image, and maintaining a safe workplace.
Tolerating conditions that could lead to a serious incident is clearly incom-
patible with QMI’s core values.

Benefits Achieved from the Serious
Incident Prevention Process

The improvements achieved by QMI through deployment of effective
incident-prevention processes have created benefits extending well beyond
safe operations. Sustaining safe operations has resulted in improved pro-
duction volume, product quality, shipping date reliability, cost control, and
company image, in addition to a safer workplace. The serious incident pre-
vention process has been successfully institutionalized, helping ensure the
organization will continue to keep its eye on the right ball even when
changes occur in the organization. All stakeholders, including employees
and their families, shareowners, customers, suppliers, and the public, are
benefiting and will continue to benefit from QMI’s deployment of effective
serious incident prevention processes.

References

1. Department of Transportation, Office of Pipeline Safety, Liquid Pipeline
Accident Summary by Cause, 1/1/2000–12/31/2000.
2. National Fire Protection Association, Flammable and Combustible Liquids
Code, 1993.
3. National Fire Protection Association, Pre-Incident Planning for Warehouse
Occupancies, 1993.