human factors and competence - step change in safety june hf... · x bow ties x technical safety...
TRANSCRIPT
• Mr. Kumar has requested that his slides are omitted from distribution due to confidentiality issues. Please contact Emily [email protected] if you would like further information
© Marc Roussel / Total
UNDERSTANDING PRECURSORS TO MAJOR ACCIDENT HAZARD
EVENTS USING SAFETY CRITICAL TASK ANALYSIS
TOTAL E&P APPROACH TO HUMAN FACTORS
STEP CHANGE IN SAFETY - PERSPECTIVE EVENT
JUNE 2015
George Petrie, MSc, CErgHF, CMIOSH, RSP, MIIRSM
Lead Human Factors Engineer, Consulting on behalf of Total E&P UK Ltd
INTRODUCTION
Why are TOTAL E&P UK taking this approach?
How are we doing it?
How far are we on the journey?
Challenges along the way.
TOTAL E&P UK future plans
TOTAL E&P UK – OVERVIEW
● Onshore
• St Fergus, built in 1977
• Shetland Gas Plant (SGP), new gas plant
still under construction.
● Offshore
• Alwyn (1987) and Dunbar (1994)
• Elgin (2001), Franklin (1999) - new
platform at West Franklin (2014).
APPROACH FROM TOTAL E&P UK
• TOTAL E&P UK follow the HSE Human Factor roadmap
approach and alignment with step change HF topics.
MAJOR ACCIDENT HAZARD SCENARIOS
TEPUK Service Order 4200058937.
C Ramsay: D:\13C-Proj\C-13-279-TEP-SCT\Graphics\TEPUK-Wshop-MAH-SCT-Alignment-v05.vsd
Step 1.1 - Compile and Review MAH Data Sources
Step 1.2 - Identify Major Accident Hazards (MAH)Step 1.5 - Compile and Review
SCT Data Sources
Step 1.3 - Identify Gaps in Initial MAH List
Step 1.8 - Map the SCTs to the Barriers and
their Performance Standards
Initial
MAH List
Expanded
MAH List
Step 1.6 - Identify Safety Critical Tasks (SCTs)
Step 1.7 - Identify Gaps in Initial SCT List
Initial
SCT List
Expanded
SCT List
Step 1.9 - Categorise the Safety Critical Tasks (by Potential Impact on Barriers)
· Category 1 (Higher Impact): SCTs affecting MAH Prevention Barriers
· Category 2 (Medium Impact): SCTs affecting MAH Control & Mitigation Barriers
· Category 3 (Lower Impact): SCTs affecting MAH Escalation Control & Mitigation Barriers.
Barrier Data
· Nature of barrier.
· Performance standards.
Hazard-Initiating Events
· Nature of risk sources.
Existing Source Data for MAHs
· COMAH / OSCR Safety Case
· Bow Ties
· Technical Safety Studies (HAZID, PHA, FERA, EERA, HAZOP, SIL, SimOps, ComOps)
· L3 Operations Manual (design HAZOP)
· Procedures & TOI (Temporary Operating Instructions)
· SCE-MAH Matrix
· PFDs, P&IDs, Isometrics
· QRA (use of OGP QRA HF Process)
· Incidents and Lessons Learned (in-company, sector and cross-industry)
· Other sources.
Quality of Source Data?
· Are data current/ as-built/ as-modified?
· Are data comprehensive and consistent?
· Are assumptions clear and valid?
Existing Source Data for SCTs
· Operations
· List of L4 Procedures (operations and interventions)
· Lists from other sites’ Safety Critical Task Analyses (SCTA)
· Inspection, Testing & Maintenance
· List of L4 Procedures and SWI
· List of Main Work Activities in SAP
· Lists from other sites’ Safety Critical Task Analyses (SCTA)
· Performance Standards
· Other sources.
Processes to Identify MAH Gaps
· Systematic logical processes
· Creative lateral processes (eg ‘Rumsfeld’ Matrix on Levels of Knowledge Awareness)
Check for Missing SCTs
against All Installation-Related Activities having a
Human Component (physical or mental), such as:
· Activities (Tasks & Procedures) for maintaining a safe operating envelope (in normal, abnormal, upset and emergency conditions).
· Activities requiring breaching of the normal pressure-containment envelope (eg receiving a pig; eg well intervention).
· Activities involving Inspection, Testing, Maintenance & Repair.
· Activities involving safety critical communications (eg shift handover; eg well handover, eg combined operations).
· Activities for emergency preparedness and response.
· Activities for identifying, storing and communicating safety-critical information.
· Activities for change management (including organisational change, such as manning levels and reporting lines).
· Activities to assure a safe working environment (including avoidance of fatigue).
· Activities for managing risk across interfaces.
· Activities for management of competency.
· Other relevant activities, especially those by Management (eg to avoid Management or Organisational failure).
Step1.4 - Define & Describe the MAH Scenarios
11
STREAMLINING THE
ANALYSIS AND ENGAGING
WORKFORCE
• Process reduced from
approx (19-24) days to (8
1/2 – 11) days
• Workforce actively engaged
at each step in the process
and across all 5 shifts
• Analysis carried out by
internal HF support,
External consultants are
now minimised.
• Approx 55 L4 procedures
have been removed from
CMS as no longer required.
• The process has identified
MAH scenarios that were
previously not understood
as well as possible MATTEs
and business impacts.
Phase 2 – Old Process
Op
era
tors
/
Te
ch
nic
ian
s
Ex
tern
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F
Co
ns
ult
an
t
Inte
rna
l
En
gin
ee
rin
g
Su
pp
ort
Screening
Workshop run by
external
consultants
1 day 3 days 15 – 20 days
Phase 2 – New Process
Inte
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um
an
Fa
cto
rs S
up
po
rt
Inte
rna
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En
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rin
g
Su
pp
ort
Workshop run by external consultants
Short HF briefing
Task Analysis
Human Error
Analysis
Site walk-through carried out for Performance Influencing Factors (PIF) with External/
Internal HF support
Revision of procedures, carried out by central operations resource and sent to
operators /Technicians for review
Final update carried out by central resource
Step 2.1 – Operators and technicians trained in Safety Critical Task Analysis (SCTA) process.
Step 2.2 – Operators, technicians and internal engineering support involved in screening process.
3 days ½ - 1 day 5 – 7 days
Step 2.3 – Allocated procedure is copied to worksheet and reviewed/commented on by operators/ technicians to ensure it is aligned to current site process.
Step 2.3 – Task sheet is reviewed by internal HF support and comments and/or questions added prior to workshop.
Step 2.4 – Workshop run by internal HF support.
Task Analysis carried out with allocated shift.
Human Error Analysis.
Step 2.5 – Actions identified.
Step 2.6 – Site walk-through for Performance Influencing Factors (PIF).
Step 2.7 – Allocated procedure is updated by operators/ technicians and sent to other shifts for review. Final update is completed by allocated shift. Any simple actions are carried out by that shift (e.g. valve tags).
Step 2.8 – Review of training and competency carried out with reference to updated procedure.
Ex
tern
al H
F
Co
ns
ult
an
t
Op
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tors
/
Te
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nic
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Inte
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um
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up
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12
2015 HUMAN FACTORS STATUS
Asset Total SCT High Medium Low
St Fergus
(operations)
(Maintenance and inspection)
161
126
35
67
38
29
58
52
6
36
36
NNS 67 32 27 8
CGA
(operations)
(Maintenance and inspection)
80 49
37
12
30
15
15
19
SGP
(operations)
(Maintenance and inspection)
20
6
14
6
14
St Fergus Maintenance - Current focus on Safety
Critical Tasks
Current focus for
Maintenance
Maintenance Task Notes Criticality rating
Internal inspection activities on pig
receiver
High
Remove, maintain and reinstate
PSVs
High
Routine maintenance of BDVs High
Corrective maintenance of BDVs Not instruments High
Maintenance and inspection of
vessels
High
Isolate and maintain standby
generator and ancillary equipment
High
Maintain pumps High
Test & Calibrate HIPPS/OPPS
transmitters and valves
High
Maintenance and testing of safety
critical instrument loops
High
Maintain fire pumps High
Naked flame work onsite 3rd party
contractor
High
St Fergus Maintenance – Example of tasks analysis for instruments
AS FOUND FLAME OUT TEST
Step Activity IT CR
On the DCS & PSS confirm the detector status is
displayed as healthy. O O
Ensure input function under test is inhibited at the
logic input on the PSS before proceeding. □ □ Request operations to close the burner valve
associated with the detector. Verify loop flame
amplifier has operated and verify alarm/change of
status on DCS & PSS at the time the burner valve
has been closed. If alarm/status change does not
occur, record ‘As Found’ Fail. Record ‘As Found’ Pass / Fail result in results table:
□ □
STOP HOLD POINT:
Failure to carry out this step correctly could result in a Major
Accident Hazard. If not tested correctly, the UV detector may
not detect flame out in operation, leading to gas build up
within the furnace.
RESULTS Identification of critical tasks for
operations, maintenance and
vendors
Risk reduction MAH, MATTE,
Business Continuity
Efficiency
Reduction in procedures, limit non value work and downtime
Critical barriers and recovery
systems identified and improving
Alignment of checking and
audit functions to MAH scenarios
KEY LEARNING PIONTS
● Key learning points are;
Organisations need to be intelligent customers
Have a clear Human and Organisational Factors
strategy and a common methodology for
implementation
Focus on the Major Accident Hazards
Close the loop (from MAH scenarios right through to
training & competency)
Actively involve the workforce
CHALLENGES ALONG THE WAY
Integrate Human Factors into out day to day business
Ensure the workforce and management have sufficient
knowledge of Human Factors to contribute to the
process – step change toolkit used to reinforce HF
training
Actively involve employees (not just with consultants)
Must be fully integrated into projects and modifications.
Limited access to offshore locations- POB limitations
Onshore and offshore regulatory apparent
misalignment of priorities
STEP CHANGE HF TOOLKIT
Step change toolkit is integrated into the TEPUK
Human Factors program in the following areas;
Procedures, following the HF awareness training the
team can then review and score their current process
and can reinforce the plans to improve the updating of
procedures following SCTA.
Benchmarking, scores from offshore are benchmarked
against scores from other installations and also from
onshore – what “we in the office” think is in place vs
what the crews offshore understand is in place.
STEP CHANGE HF TOOLKIT
Screen shot taken at the start of the process for
procedures, entry from 79 people
TOTAL E&P – THE WAY FORWARD
Ongoing HF courses and awareness sessions planned in 2015, driven mainly by requests.
MAH scenario workshops planned for all the sites
Continue analysis of high risk tasks for onshore and offshore assets
Incorporate Environmental tasks i.e. MATTE, IPPC permit breaches.
Human Factor review of the Company Safety Management procedures (Barrier and Recovery).
Integration of HF into projects and Modifications, starting with Project concept/Select phases.
HF audits on “high risk” vendors from the SCTA e.g. PSVs.
23
Projects & Modifications
STILL ROOM FOR IMPROVEMENT
Operator
is 6ft 3
Impossible
to remove
filters without
cutting frame
Operations and maintenance employees intervened very quickly from a basis
of knowledge and highlighted all these issues..
ESS & Step Change in Safety – Why?
• Active member organisation within Step Change • Playing our part in development, communication
and adoption of common standards and good practice
• Mutually beneficial relationship for both ESS & Step Change in Safety
• Step Change tools an integral part of ESS HSEQ 3 Year Strategy
• Improved Workforce Engagement
Q1 Human Factors Toolkit As part of our annual activity calendar, utilisation of the Human Factors Toolkit plays a huge part in our strive for improved workforce engagement. The results from the questionnaires are analysed, with the findings forming a plan of action for focus and further development. This in turn will be reflected within the ongoing HSEQ strategy plans going forward. The following two slides show the key findings from Q1 Human Factors activities, Training & Competence and Procedures questionnaires.
Training & Competence – 72 respondents
40
53
14
51
32
19
58
15
0
10
20
30
40
50
60
70
Have You ReceivedHuman Factors
Training?
Do you receive Trainingthat is well structured?
Have you ever beenasked to do something
you do not feelcompetent to do?
Does your trainingcover infrequentlyperformed tasks?
Yes No
• 44% of workfiorce have not received Human Factors training
• 19% of workforce have been asked to carry out a task without the competence to do so
• Focus required for infrequently performed tasks
Procedures – 44 respondents
32
24
12
20
0
5
10
15
20
25
30
35
Do you have input to the procedures you areinvolved with?
Have you received training in how to write goodprocedures?
Yes No
• 45% of workforce have not received training in procedure writing
• 27% of workforce feel they have no input into the procedures they are involved with
Focus on Action & Improvement The following points are the headline topics drawn from the Human Factors questionnaire results for Q1. Once fully reviewed, all learnings will be incorporated within our strategy plans and ongoing activity calendars.
Training & Competence • Requirement for further Human Factors training – Managers &
Workforce • Review the structure of the training and the training delivery method • Re enforcement of Stop the Job protocols, evidence of employees
being asked to carry out tasks they do not feel competent enough to carry out.
• Focus on tasks performed infrequently
Procedures • Engagement required from all team members when following or
reviewing procedures • Procedural training a focus area for both managers and frontline staff
Raising Situational Awareness
“If you think adventure is dangerous, try routine; it is lethal” Paulo Coelho, author
Source Speed Awareness Courses CII New Generation Underwriting Group November 2012 (Chartered Insurance Institute (CII))
Driver caught speeding
Over limit by between 10% of limit + 2 mph and 10% of Limit +
9mph
No Action Taken Fixed penalty notice
as minimum Driving offence
Fixed Penalty Notice ££ Fine and Points
Driving offence
Speed Awareness course ££ course costs No points
No driving offence
Over limit by <10% of limit +2 mph
Over limit by > 10% of limit + 9 mph
11th June 2015
GUIDANCE ON THE MANAGEMENT
OF 3rd PARTY COMPETENCE FOR
SAFETY CRITICAL POSITIONS
OFFSHORE
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
• reduce the risk of incidents offshore
• verify that in addition to Drilling Contractor (DC) personnel all non-DC personnel onboard IADC NSC members’ rigs are also competent to carry out their assigned work task or tasks
• to assist IADC NSC members in their “Management of Third Party Competence for Safety Critical Roles” (as defined by the HSE’s HID Offshore Inspection Guide - Wells Personnel Competency Management System Inspection Guide).
Note: IADC NSC are only verifying competence that should already be ensured by the providing employer
Objectives:-
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
• verify as far as is reasonably practicable that Third Party personnel involved in safety critical positions provided to support offshore operations are competent to carry out the tasks and responsibilities required of them; and
• simplify and reduce the workload being placed on offshore OIM’s and other senior supervisors in the task of reviewing the competence of Third Party personnel attending members drilling units; and
• provide a consistent approach within our sector of the industry to ensure all Third Party employers and suppliers are aware of the Drilling Contractor’s requirements with respect to the competence of personnel they supply to support the offshore drilling operation
Drivers behind developing the guidance:-
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
we can extend this process to non-drilling safety critical
positions i.e. software engineers, towmasters etc.
Application :-
we can extend this process to non-drilling safety critical positions i.e. software engineers, towmasters etc.
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
• Rig Manager / Operations Manager – ensure this procedure is followed within their rig team including onshore support members of management and offshore supervisors.
• OIM – ensure this procedure is followed on board their rig.
• Hiring Manager / HR Manager / Personnel Manager (either DC or Client) - for initiating this process when deciding on mobilising agency or contractor personnel to work on board.
• Drilling Manager / Well Construction Manager (Client) - ensuring responsible management personnel within the client organisation complete the relevant sections of the Contractor Competence Review Form
Responsibilities:-
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
• Drilling Contractor Agency Personnel
• Drilling Contractor Service Personnel
• Client Personnel
• Client Contractors
Categories of personnel covered:-
GUIDANCE ON THE MANAGEMENT OF 3rd PARTY
COMPETENCE FOR SAFETY CRITICAL POSITIONS OFFSHORE
• Contractor competence Review Form
• Onboard induction competence checklist
Paperwork involved:-
Introducing efficiencies to the training and competency
function
Presented by: Ian Barton
Training and Competency Project Manager
In an economic downturn, it is vital that we drive efficiencies without
compromising on critical safety or operational maintenance
• When was the last time you reviewed and evaluated the effectiveness of what you have in place?
• How can you ensure that you are managing your CMS effectively?
• How can you embrace innovation to drive efficiencies? • How might you achieve this?
Continue to provide the right level of training and competence
assurance
Allowing our people to
remain safe
And maintaining high levels of efficiency and productivity
By embracing innovation to
drive efficiencies
1. Ensure clarity of information and drive efficiencies through
training rationalisation
• Define clear objectives and KPI’s
• Heighten awareness of industry requirements
• Rationalise your training matrices
• Combine training solutions
• Consolidate spend by the integration of a TMS
• Carry out On the Job Training
• Deploy Mobile Trainers
2. Embrace new technologies and smart processes to
deliver efficiencies to your CMS
Software Based Solutions for your CMS
• Provide a transparent overview
• Monitor workforce competencies
• Manage the assessment process
• Track skill gap closure
• Forecast training needs
Visual understanding of real-time workforce competence
• Monitor the training budget
• Provide look ahead alerts
• Support course bookings
• Facilitate compliance audits
• Facilitate Talent Management
• Manage succession planning
• Facilitate dashboard reporting
• Reduce training costs
(Travel/Accommodation/Trainer)
• Easily accessible in almost any location.
• Engaging learning delivery
• High rates of retention
• Can be used as a blended learning solution
eLearning Solutions
• Repeatable
• Access is available 24/7/365
• Consistent, high quality training for all staff
• Easily managed from an LMS
eLearning Solutions
Other Technology Solutions
• Webinars
• On line tutorials
3. Ensure that your CMS meets the criteria against which you will
be measured
Have you had your CMS independently evaluated against
industry requirements?
How do you identify training
requirements?
Is your CMS endorsed by
senior management?
Do you have sufficient
qualified Assessors and
Verifiers?
Do standards cover all safety
critical roles?
Criteria might include…
Thank You
Ian Barton Project Manager Competency Solutions Petrofac Training Services [email protected]
Competence is fundamental to the protection
of people, assets and the environment
We need a ‘common’ industry wide approach to management & assurance of competence to ensure that we have the right knowledge, skills and experience across our industry
HASAWA 1974: employers duty to provide “information instruction, training and supervision as is necessary to ensure, so far as is reasonably practicable, the health and safety at work of his employees”
Intent of the competence management framework is to offer some guiding principles and standard definitions to establish and continuously improve a competence management system
Competence Management Framework
1
2
3
4
The Starting Point
• Alignment on what competence means ….
KNOWLEDGE SKILL
BEHAVIOUR
COMPETENCE
Key Principle #1 Competence = consistent demonstration and application of current, knowledge, skills and behaviour against a defined performance standard
Who is involved……
A Competency Management system aligns organisational needs with development needs of individuals within the organisation – a fundamental requirement in a high risk-high consequence industry
Key Principle #2 To succeed we need alignment across the industry and all levels of our organisations must be actively involved in the competence assurance process
Industry requirement to demonstrate competence to protect our people, our assets and the environment
Organisations must adopt competence management systems to provide the basis for safe, reliable operations
Individuals must commit to developing the required competence for their position
The Competence Assurance Process
Assessment of Capability
Ongoing Verification
Professional Assessment
Initial Assessment
Key Principle #3 To ensure competence remains current a reassessment process must be in place to take account of changes to people, processes or equipment
Perform & Verify Hiring Training
Assessed by Functional Expert
Assessed by Line Manager
Assessed by competent assessor (line manager/ technical expert) Verified by qualified and functionally-knowledgeable expert
CMS Components
Policy Setting & Objectives
Planning, Targets & Responsibilities
Standards, Procedures &
Implementation
Performance Review & Audit
Management Review
Key Principle #4 An effective competency management system is an integral part of any business management system and links closely to audit and assurance, HSE, business performance, human resources and daily operations
How effective is
your CMS?
Are standards/ procedures applied
consistently?
Do you have leadership support for your CMS?
Are responsibilities clear? Is there sufficient
resource?
What standards will you use? What procedures will
be included?
Competence Management
System
Feedback and Next Steps
Benefits of the Competence Management Framework:
• Ensures consistency across the industry
• Helps new organizations with initial induction to CMS
• StepChange recognizes the need for Competency
• Standardize competency across the industry, some companies are experts and invest heavily, others only pay lip service ….
• Not enough contractors taking Competency seriously.
• Worthwhile exercise ….. could be executed swiftly and shared
• Competency needs to recognised in the same breath as Safety
Suggestions for next steps:
Collect & share knowledge on Competency Systems
from across the industry - good points and bad
points / lessons learned
Develop a cross industry approach to safety critical
tasks
Identify and improve the competency requirements for those in safety critical roles undertaking safety
critical tasks