The Use of Bowtie Theory to Develop and Deliver Process Safety Indicators. Alec Harley

Transcription

1 The Use of Bowtie Theory to Develop and Deliver Process Safety Indicators Alec Harley

2 The use of Bowtie theory to develop and deliver Process Safety Indicators 17 Nov 2014 Alec Harley Head of Process Safety LOCKHEED MARTIN PROPRIETARY INFORMATION

3 LM Global Footprint UK Netherlands Europe 3,023 Employees 2,315 LCNs expats 214 LCNs + 6 expats 47 local hires expats across Belgium, Cyprus, Denmark, Finland, Germany, Greece, Greenland, Italy, Kyrgyzstan, Norway, Poland, Portugal, Romania, Spain, Switzerland Canada Mexico USA Americas 110,141 Employees 740 LCNs + 25 expats 317 LCNs + 0 expats 109,000 CONUS 51 local hires* + 8 expats across Brazil, Chile, Colombia, USA, Puerto Rico*, Uruguay ASIA Pac 1,123 Employees Australia New 641 LCNs + 19 expats Zealand 206 LCNs + 1 expats 73 local hires expats across China, Guam*, Hong Kong, India, Indonesia, Japan, Malaysia, Marshall Island, Philippines, Singapore, South Korea, Taiwan, Thailand. 116,000 Employees Globally - 7,000 Employees Outside US Middle East & Africa 1,440 Employees 43 LCNs expats across Egypt, Israel, Saudi Arabia, Turkey & UAE 1,011 expats across Algeria, Afghanistan, Bahrain, Jordan, Kuwait, Iraq, Morocco, Oman, Pakistan, Qatar, Tunisia. Antarctica & Classified 290 Employees Antarctica 21 expats Classified 269 expats 2 LOCKHEED MARTIN PROPRIETARY INFORMATION

4 Why is Lockheed talking to O&G forum? Information Systems & Global Solutions 4 LOCKHEED MARTIN PROPRIETARY INFORMATION

5 Why Lockheed Martin? Lockheed Martin is a global security and aerospace company principally engaged in the research, design, development, manufacture, integration and sustainment of technology systems and products. Lockheed Martin acquired Amor Group to leverage our +25 years track record and highly skilled resource base. We enhance the LMs ability to provide the Energy sector with a full range of management, engineering, technical, scientific and information solutions focused on optimizing asset & human performance, safety, security and profitability. Specifically; these solutions focus on addressing oprocess / Technical Safety o Human Factors & Culture o Operational Excellence o Risk Management o Information Management o Industrial Control System and IT Cyber Security 5 LOCKHEED MARTIN PROPRIETARY INFORMATION

6 St Albans Crown Court 07/2010 Gordon MacDonald, HSE 6 LOCKHEED MARTIN PROPRIETARY INFORMATION

7 Drivers 1. Do we understand what could go wrong? 2. Do we know what our systems are to prevent this happening? 3. Are we getting the right information to assure us that these systems are working effectively? 7 LOCKHEED MARTIN PROPRIETARY INFORMATION

8 UKCS HSE Performance based 8 LOCKHEED MARTIN PROPRIETARY INFORMATION

9 Step 1 - Collect Existing Information In p uts H a zard A n al y s i s / S t u dies Safety C a ses/r e ports Perform a nce Sta n dar d s Exist i n g K PIs

10 Step 2 Analyse Hazard Scenarios, Control and Mitigation Barriers (incl. ALARP) Analysis Inputs Ha Ta Saf Pe An zard Analysis / Studies proot data & findings ety Cases/Reports rformance Standards y existing KPIs

11 Step 3 Establish Risk Assessment Process and Framework Inputs Hazard Analysis / Studies Safety Cases/Reports Performance Standards Existing KPIs Risk Control Framework

12 Risk Rank and Categorise KPIs KPIs weight based on risk. Operational Control Indicators Generic Programme Indicators Lagging g i g Indicators d i a Active i Monitoring M o n i i and a n Logging: : Breaches Of O f Plant l a n Limiting L m i i n g Conditions t (e.g. ( e overpressure, e s u overspeed, o overtemp) e m p Control o n l Loops Out O u t Of O Control C o n t Equipment u m e n t In I n Manual M l Operation O p e r a i o n of protection p i systems y s m Failure l of o protection p r o i n systems s m Lagging g i n Indicators d i a Incident I n c Reporting R e p o r n g and d Investigation: I n v e i g a o n : Near N e a r Misses M e s (e.g. e. demand m on o n safety e t y system) y s m ) Loss Of O f Containment C a i m (e.g.. g release e a s e of high pressure r e steam) t e a m Process Safety e t Incident I n (e.g.. g major m r equipment i p m n damage) Leading d i n Indicators I n Statutory a t u Inspections t Completed C o m p e d (e.g.. g PSSR) P S S R ) Audits d s To Programme P m m e Action i n Closure l o s u Training a i and n d Competence m e n e Procedures e s Up U p To Date D t e Improvement I m m programmes a m m Leading d i n Indicators I n Inspection I n s p e c o n and n d Maintenance M a i of o f Control r o l Systems S y m s and Critical C r i l Systems t e m Alarm a r m Management M n a g e m Control o l Loop o o Performance P e m a n e Completion m l e o n Of O f Operational i n a Routine R o u t Checks C h e c k / Testing i Shift i Logging & Handover H a n d o e r Plant a n t Overrides i and a n d Defeat D e of o interlock r Safety e t Critical C i i Systems t e m not n o t available a i a b l Leading d i n Indicators I n Critical i i c a processes p undertaken d e correctly o t Operations O p e r a o n s Maintenance M i n n Engineering i 12 LOCKHEED MARTIN PROPRIETARY INFORMATION

13 Example 13 LOCKHEED MARTIN PROPRIETARY INFORMATION

14 Example - Flash Tank Leak Barrier Category Potential KPI KPI Category Technical Passive Overdue Engineering Standard Document Reviews Programme

15 Example - Flash Tank Leak Barrier Category Potential KPI KPI Category Technical Active Percentage of sample time spent in alarm flood Operational

16 Swiss Cheese Model/Risk Control Systems Plant Process People Recovery 2 Technical Risk Management 3 Safety Critical Systems 4 Alarm, Control and Instrument 5 Maintenance Management M M an e ag a e s m u e re nt ment is the first step that leads 6 Operations Management 7 Staff Competence 8 Emergency Preparedness Plant Modification Procedure Plant Status Review / Technical Risk Register Strategic Spares Engineering Standards Technical Knowledge Management Design Review Asset Investment Civil Inspections Pressure System Safety Regulations Emergency Supplies Fire Systems HV Electrical Systems Main Protection Systems Oil Separation Systems to control and eventually to improvement. Start-up /Shutdown Work Prioritisation Procedures Control Systems If you can t measure something, you can t Routine Plant understand it. Work If you Identification, can t understand Checks it, Routine Plant you C c riti a ca n l t controlinistpe.ctiiofnsyou can t control it, Instrumentation Routine Testing you can t improve it. Work Planning, H. Jam Schedu s lin H g Shift Handover Protective Systems / Devices arrington Alarm Systems Work Execution Personal Risk Assessment Company Safety Rules Management Plant Limiting Conditions Communications Leadership Training Needs Analysis Training Plan Competency Assurance Staff Knowledge Management Emergency Planning Business Continuity Planning Environmental Containment Systems 1 Operation & Compliance Audit 16 External Audit Integrated Internal Audit Action Tracking Controlled Documents (Policies, Procedures, Standards)

17 Operational Integrity Management Tool automatically collects data on the barriers and provides daily visibility of their performance to the whole organisation and clearly indicates the priority areas for action. Risk Model Low Risk High Risk 17 LOCKHEED MARTIN PROPRIETARY INFORMATION

18 Hazard Report (Graph) A live interactive bowtie view displaying the status of individual preventative and mitigation barriers relative to the hazards they surround. Also provide a cumulative risk score on the likelihood of hazard realisation based on the status of the barriers. 18 LOCKHEED MARTIN PROPRIETARY INFORMATION

19 KPI Top Risk Report Provides a supplementary viewpoint to the Matrix and KPI Detail screens Provides an answer to the question If I have two KPIs outside tolerance, which KPI should I look at first? 19 LOCKHEED MARTIN PROPRIETARY INFORMATION

20 19 LOCKHEED MARTIN PROPRIETARY INFORMATION