e0 shut downs-safety-class
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CII Annual Conference 2001
Achieving Safe Performances on Shutdowns, Turnarounds, and Outages
2
Nine Industry Best Practices
• Getting to Zero • Demonstrated management commitment
• Staffing for safety
• Safety planning – pre-project / pre-task
• Safety training and education
• Worker involvement and participation
• Recognition and rewards
• Subcontractor management
• Accident/incident reporting and investigation
• Drug and alcohol testing
3
What are Shutdowns, Turnarounds and Outages?
4
The terms “Shutdown” “Turnaround” and “Outage” are often used interchangeably. There is no clear discernible difference between them, but some terms are used more by some industry sectors than they are in others.
For example, in a power plant a shutdown might often be called an outage, while in a paper plant a shutdown might be called a turnaround. However, both would also know them as shutdowns.
5
We shall use the term “Shutdown”
A shutdown occurs when work must stop in operating facilities that are generally in active production of some product, including paper, plastics, electrical power, pharmaceuticals, various petroleum products, and so on. This cessation of work is mandated when repairs must be done, upgrades installed, components replaced, etc.
6
Shutdowns are costly to the owners
Facility owners realize a continuous flow of revenues when a process plant is functioning. This revenue flow comes to a complete halt if the plant must be shut down for some reason.
But plants must be shut down for various reasons. This is inevitable.
Raw Products
Finished Products
Raw Products
Finished Products
Malfunction
When the Revenue Stream Stops
9
When do Shutdowns Occur?
• Components Break Down (emergency)
• Routine wear and tear (scheduled replacements and repair)
• Upgrading components (scheduled)
Shutdowns Require Many Construction Workers to be Hired in a
Short Time
Worker Build-up is Fast
Project Duration
Number of
Workers
Conventional Construction Projects
Shutdown Projects
Work is Performed Around the Clock – Often With 7 12-hour days per Worker
2 Shifts are Common
14
Unique nature of shutdowns and turnarounds
Key Difference From Conventional Construction Projects
• Rapid Buildup of the Workforce
• Tight Schedule (Round the Clock Effort)
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Shutdowns are not conducive to safety
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What are the Implications for Safety?
• Workers start every shift with the worksite having been altered (they must re-orient themselves each day)
• Workers work lots of overtime and can get fatigued
• Work is crowded and intense, so everyone needs to know what is going on
17
Short Term Work Activities: Shutdowns, Turnarounds and Outages
• Methodology – one study
- 44 Projects involving Shutdowns, Turnarounds and
Outages
- Personal Interviews
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Zero Accidents Study2000/2001 • Detailed interviews on Shutdown,
Turnaround and Outage projects- 44 Projects
• Petrochemical
• Industrial
• Power
• Paper Products
- U.S. wide geographic area
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Best Practice Results
Over 20 key findings revealed companies utilizing these best
practices have significantly lower recordable injury rates.
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Zero Accidents Study2000/2001
Of the forty-four (44) construction projects,
Twenty-two (22) projects
achieved zero OSHA recordable injuries.
Thirty-eight (38) had zero lost time injuries.
Of the forty-four (44) construction projects,
Twenty-two (22) projects
achieved zero OSHA recordable injuries.
Thirty-eight (38) had zero lost time injuries.
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Participating Firms Generally had Very Good Safety Records
• They are the best of the best.
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The Workforce:
• Where do the workers come from?
0.0
0.5
1.0
1.5
2.0
2.5
Rec
ord
able
Inci
den
t R
ate
Come from the area but are notfamiliar with the project
Transfer from other projects andare familiar with the type of work
done
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Safety Planning and Scheduling
• Is software used to schedule the project?
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
Rec
ord
able
In
cid
ent
Rat
e
Yes No
24
Safety Planning and Scheduling
• What are the units of time used on the project schedule?
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
Rec
ord
able
Inci
den
t R
ate
Days Shifts Hours
25
Worker Familiarity and Scheduling by the Hour
00.20.40.60.8
11.21.41.61.8
NotFamiliar,Not Hrs.
Familiar orSchedule by
Hours
Familiar andSchedule by
Hours
RIR
26
Duration of the Shutdown
0
0.2
0.4
0.6
0.8
1
1.2
Less than 2 weeks 2 weeks and longer
RIR
27
What is the Typical Crew Size?
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Less than 7 More than 12
RIR
28
Safety Planning and Scheduling
• Is pre-task planning a regular part of project planning?
0
1
2
3
4
5
6
7
8
Rec
ord
able
Inci
den
t R
ate
Yes No
29
0.0
0.5
1.0
1.5
2.0
Rec
ord
able
In
cid
ent
Rat
e
Yes No
Safety Training and Education
• Do new field employees receive orientation to the project?
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Safety Culture??***
• Are safety glasses, with side shields, required?
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
Rec
ord
able
Inci
den
t R
ate
Yes No
31
Type of Contract Arrangement
0
0.5
1
1.5
2
2.5
3
Cost Plus Lump Sum
RIR
32
Is there a Safety Incentive in the Contract?
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
Safety Incentive None
RIR
33
Best Practices
• Getting to Zero • Demonstrated management commitment
• Staffing for safety
• Safety planning – pre-project / pre-task
• Safety training and education
• Worker involvement and participation
• Recognition and rewards
• Subcontractor management
• Accident/incident reporting and investigation
• Drug and alcohol testing
34
0.00
0.50
1.00
1.50
2.00
2.50
Re
co
rda
ble
Inc
ide
nt
Ra
te
Implement all Implementmost
Implementonly a few
Project Safety Performance
• Results of implementing best practices
0 workers per 1000
0 workers per 1000
0.00
0.79
2.3724
workers per 1000
24 workers per 1000
Which practice is the most important to achieving zero accidents?
The safety culture of a firm is evident in everything it does. We must be ever vigilant in our efforts as we strive for Zero Accidents.
There is no Silver Bullet