Novem ber, 13th 2003J.G ort, M Sc M oSH E 1

TNO W ork and Em ploym ent

Ensuring safetyduring m anpower changes

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Program

• Introduction

• Research program safe m anpower planning

• Argum ents for and resistance against

• Stepwise change

• Results

• Sum m ary.

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Introduction:TNO W ork & Em ploym ent

Optimal employment of people

Novem ber, 13th 2003Ensuring safety during m anpower changes 4

Safety & health m anagem ent is ourbusiness

Technology

Process

People(Workers)

Organisation

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Research program :Safe m anpower planning

• Cost reduction in (petro)chem ical process plants and

increasing autom ation leads to m anpower reduction

• Em ployees give rise to feelings of uncertainty

• Objective of program :

develop objective criteria for an optim al m anpower and

support chem ical com panies with a ‘tool for change’.

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Participating com panies

• Du Pont du Nem ours, Dordrecht:

•W anted to split up a control room

• Akzo Nobel, Head office:

•W anted to have a validated tool for future changes

• M ethanor, Delfzijl:

•Had a m anpower reduction target

• Nerefco (Netherlands refining com pany), Europoort:

•W anted to have a tool for im proving perform ance.

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Argum ents for & resistance against:

Argum ents for change:

• Global com petition requires cost reduction

• Benchm arking within industry

• Too m uch hierarchical levels spread responsibility.

Resistance against:

• Experienced em ployees are first to m ove out

• Positions for career developm ent are dim inished

• Com petence of hum ans are not considered valuable

• Operators feel they are disposable.

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Safe m anpower m ethod

Consists of:

• Optim al m anpower m odel

• M ethod for creating an optim al m anpower

step by step

• A questionnaire and a m anual for use

• Guide for acceptance of changes in m anpower.

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M odel

People &teamwork

Processsafety (SHE)

Technology

Society, Management& Organisation

Functional- operational

Functional- operational

Proc

ess

desi

gn

Critical factors

Creatin

g conditio

ns

Investments

EFFECTS ONMANPOWER

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Stepwise change

• Intake (checklist)

2. Meeting with stake holders

3. Multidisciplinary workgroup

4. Use of questionnaire

6. Evaluation

5. Implementation of solutions

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Intake

• W hat is the situation of the business?

• W ere form er changes successful? W hy?

• W hat is the need for change?

• Is this need realised throughout the organisation?

• W hat is the desired state? W hy is this?

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Stake holders

• To realise change by plant m anagem ent involve

relevant stake holders:• Employee committee

• Unions

• Engineers

• Operators

• M aintenance workers.

• Define what to com m unicate and position to take!

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M ultidisciplinary workgroup

• Go for com m itm ent for change in the operational

team s

• Create a com m on goal

• Pinpoint ‘pains’ and points of resistance

• Shape the desired future.

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Q uestionnaire

• Fills in the m odel:

Questions about facts and feelings of present situation

• Result:Knowledge of necessary changes concerning theoperators and participation of operators with intendedchange

• Im portant succesfactor: process of survey!

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Exam ple questions

People & team workFunctions and task-structure

ResponsiblitiesExam ple questions:Can all operators perform all tasks in the shift?Does every operator actually perform all tasks regularly?

Society, organization & m anagem entOrganizational objectives

Influence of m anagem ent, influence on objectivesExam ple question:W ho sets the targets for production?

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Exam ple questions

TechnologyCom plexity

Proces, installations, controlExam ple question:How m uch tim e is spent per shift in adjusting/tuning the process?

Process safety (SHE)Repression

Control, em ergency scenario’s, alarm -m anagem entExam ple question:Are m istakes from operators corrected by technology?

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Exam ple of potential for im provem ent

process

installationcontrol

hardware

maintenance

outsourcing

geography

accessabilty

communication

automation

competenties

Technology-complexity100

908070605040302010

0

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Analysis of results

• Results are ordened in:

• Relative strengths (>70% score on question)

• Relative weaknesses (<30 score on question).

• Together with com pany team :

• top 10 of weaknesses and

• areas of improvement determined.

• Action / project plan constructed.

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Im plem entation of solutions

M anagers and operators have different opinions onwhen to stop or slow production for safety reasons=> W orkshop to solve this problem

Operators get too m any alarm s in case of em ergency=> Hierarchy in alarm s im plem ented

The sam e error occurs over and over again=> Near m iss system im plem ented with involvem ent of operators to search for basic risk factors

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Results

• 2 Original com panies use the m ethod during change

• Application of the m ethod with three new com panies:

GE Plastics, Bergen op Zoom :• Has integrated 3 control room s to one

Shell Nederland Raffinaderij & Shell Nederland Chem ie,Rotterdam :• Has integrated control room s and optim ise working processes.

DSM ACN, Geleen:• W ants to have a second opinion on their m anpower planning

m ethod and understand why there is resistance against change.

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Further developm ent

• Validation of m ethod through statistically analysis of

responses on questionnaire & describing casestudies

• Specifying questionnaire for types of chem ical processes

• Integration of som e user friendly software applications

• Developing the m ethod as a national norm in contact with

Labour Inspectorate (?)

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Statem ents

• M anpower changes has to be based on qualitative

argum ents.

• Involvem ent of stakeholders is essential for acceptance of

change.

• There are no other m ethods for safe m anpower changes

which specifies the qualitative assum ptions within a

com pany.

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Contact

J. GortTNO W ork & Em ploym ent (TNO Arbeid)

Polarisavenue 151Postbox 7182130 AS Hoofddorp

The Netherlands

T +31235549566

F +31235549303E-m ail: j.gort@ arbeid.tno.nlW eb site: www.tno.nl