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E-grāmata: Guidelines for Managing Process Safety Risks During Organizational Change

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  • Formāts: EPUB+DRM
  • Izdošanas datums: 13-Dec-2013
  • Izdevniecība: Wiley-AIChE
  • Valoda: eng
  • ISBN-13: 9781118530511
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Guidelines for Managing Process Safety Risks During Organizational ChangePalielināt
  • Formāts: EPUB+DRM
  • Izdošanas datums: 13-Dec-2013
  • Izdevniecība: Wiley-AIChE
  • Valoda: eng
  • ISBN-13: 9781118530511
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"Organizational Change Management (OCM) has often been overlooked by regulatory and guideline publications in the past. Documents have historically disregarded the topic, mentioned it in passing, or focused on only a few of its aspects. As a result, major decisions regarding reduction in staffing levels, reorganization of the corporate hierarchy, modifications to shift schedules, or adjustment of personnel responsibilities may often be finalized by individuals or committees who lack the understanding of how these changes may affect the health and safety of their employees or the surrounding community. This book addresses these issues and helps companies bring their OCM systems to the same degree of maturity as other process safety management systems.Topics Include: Corporate Standard for Organizational Change Management, Modification of Working Conditions, Personnel Turnover, Task Allocation Changes, Organizational Hierarchy Changes, and Organizational Policy Changes"--



Organizational Change Management (OCM) has often been overlooked by regulatory and guideline publications in the past. Documents have historically disregarded the topic, mentioned it in passing, or focused on only a few of its aspects. As a result, major decisions regarding reduction in staffing levels, reorganization of the corporate hierarchy, modifications to shift schedules, or adjustment of personnel responsibilities may often be finalized by individuals or committees who lack the understanding of how these changes may affect the health and safety of their employees or the surrounding community. This book addresses these issues and helps companies bring their OCM systems to the same degree of maturity as other process safety management systems.

Topics Include: Corporate Standard for Organizational Change Management, Modification of Working Conditions, Personnel Turnover, Task Allocation Changes, Organizational Hierarchy Changes, and Organizational Policy Changes.

List of Tables
xiii
List of Figures
xv
Files on the Web Accompanying This Book xvii
Acronyms and Abbreviations xix
Glossary xxiii
Acknowledgements xxv
Preface xxvii
1 Introduction And Scope
1(20)
1.1 Case Study: Hickson and Welsh Ltd.---England (1994)
1(2)
1.1.1 Lesson Learned
2(1)
1.2 Introduction
3(2)
1.3 The Need for Management of Organizational Change
5(1)
1.4 Organization of this Book
6(5)
1.5 A History of Organizational Change Management
11(5)
1.6 Definitions Related to Management of Organizational Change
16(5)
References
18(3)
2 Corporate Standard For Organizational Change Management
21(44)
2.1 Case Study: BP---Grangemouth, Scotland (2000)
21(3)
2.2 OCM Background v
24(1)
2.3 Management Commitment
25(1)
2.4 OCM Policy
26(1)
2.5 OCM Workflow
27(1)
2.6 OCM Procedure
28(1)
2.7 Definition of Organizational Change
29(3)
2.8 Roles and Responsibilities
32(1)
2.9 Initiate an Organizational Change
32(2)
2.9.1 Example OCM Case
33(1)
2.10 Review the Change
34(1)
2.11 OCM Risk Assessment
35(20)
2.11.1 Preparation---Selecting the OCM RA Team
36(1)
2.11.2 Preparation---Gathering Relevant Data
37(2)
2.11.3 Preparation---Selecting the OCM RA Method(s) and Tool(s)
39(13)
2.11.4 Facilitation of the Risk Assessment
52(2)
2.11.5 Documenting the Risk Assessment
54(1)
2.12 Action and Implementation/Transition Plans
55(4)
2.12.1 Example OCM Case
58(1)
2.13 Postimplementation Monitoring
59(2)
2.13.1 Example OCM Case
60(1)
2.14 Closeout
61(1)
2.15 Conclusion
61(4)
References
62(3)
3 Modification Of Working Conditions
65(18)
3.1 Case Study: Esso---Longford, Victoria, Australia (1998)
65(3)
3.1.1 Lessons Learned
67(1)
3.2 Modifying Location, Communications, or Time Allocation for People
68(1)
3.3 Case Study: Changes in Shift Schedules and Staffing During Turnarounds
69(3)
3.3.1 Lessons Learned
71(1)
3.4 Changes to Terms and Conditions of Employment (e.g., Hours, Shifts, Allowable Overtime)
72(2)
3.5 Staffing During Turnarounds, Facility-Wide Emergencies, or Extreme Weather Events
74(2)
3.6 Impacts and Associated Risks
76(3)
3.7 Special Training Requirements
79(1)
3.8 Conclusion
80(3)
References
81(2)
4 Personnel Changes
83(16)
4.1 Case Study: Union Carbide---Bhopal, India (1984)
83(4)
4.1.1 Lessons Learned
85(2)
4.2 Case Study: Bayer CropScience, LLC---Institute, West Virginia, USA (2008)
87(4)
4.2.1 Lessons Learned
88(3)
4.3 Changes in Plant Management (e.g., Plant Manager or EHS Manager)
91(1)
4.4 Replacement of a Subject Matter Expert
92(1)
4.5 Replacing the Incumbent in a Position that Directly Affects Process Safety
93(1)
4.6 Strikes, Work Stoppages, Slowdowns, and Other Workforce Actions
93(2)
4.7 Emergency Response Team Staffing
95(1)
4.8 Impacts/Associated Risks
95(2)
4.9 Organizational Change Procedures versus OCM for New Hires, Promotions, etc.
97(1)
4.10 Conclusion
98(1)
References
98(1)
5 Task Allocation Changes
99(14)
5.1 Downsizing Examples
99(2)
5.2 Task Allocation Changes
101(1)
5.3 Job Competency Change
102(1)
5.4 Case Study: Bayer CropScience LLC---Institute, West Virginia, USA (2008)
103(2)
5.4.1 Lessons Learned
104(1)
5.5 Assigning New Responsibilities
105(1)
5.6 Temporary Backfilling
106(1)
5.7 Vanishing Task Allocations
106(1)
5.8 Case Study: BP---Whiting, Indiana, USA (1998-2006)
107(2)
5.8.1 Lessons Learned
108(1)
5.9 Impacts/Associated Risks
109(2)
5.10 Conclusions
111(2)
References
112(1)
6 Organizational Hierarchy Changes
113(22)
6.1 Centralization or Decentralization of Job Functions
114(1)
6.2 Case Study: Esso---Longford, Victoria, Australia (1998)
115(2)
6.2.1 Lessons Learned
115(2)
6.3 Reorganizations and Delayering the Hierarchy
117(2)
6.4 Impacts/Associated Risks
119(2)
6.5 Changes to Span of Control
121(1)
6.6 Impacts/Associated Risks
122(1)
6.7 Linear vs. Matrix Organization
122(2)
6.8 Case Study: BP---Texas City, Texas, USA (2005)
124(2)
6.8.1 Lessons Learned
125(1)
6.9 Impacts/Associated Risks
126(1)
6.10 Acquisitions, Mergers, Divestitures, and Joint Ventures
127(1)
6.11 Case Study: Anonymous, USA (1998)
127(1)
6.11.1 Lessons Learned
128(1)
6.12 Associated Risks
128(1)
6.13 Case Study: Union Carbide---Bhopal, India (1984)
129(3)
6.13.1 Lessons Learned
129(3)
6.14 Changing Service Providers
132(1)
6.15 Impacts/Associated Risks
132(1)
6.16 Conclusion
133(2)
References
134(1)
7 Organizational Policy Changes
135(14)
7.1 Case Study: Dupont---Delaware, USA (1818)
135(1)
7.1.1 Lessons Learned
136(1)
7.2 Changes to Mission and Vision Statements
136(2)
7.3 New and Revised Corporate Process Safety Related Policies/Procedures
138(1)
7.4 Major Changes to Policy or Budgets for Maintenance or Operations
139(1)
7.5 Impacts/Associated Risks
140(2)
7.6 In/Outsourcing of Key Departmental Functions (e.g., Engineering Design or Maintenance)
142(2)
7.7 Staffing-Level Policy Changes (Shutdowns, Turnarounds, Startups)
144(2)
7.8 Special Training Requirements
146(1)
7.9 Conclusion
146(3)
References
147(2)
APPENDIX A EXAMPLE TOOLS FOR EVALUATING ORGANIZATIONAL CHANGES
149(50)
A.1 What-If Analysis
149(1)
A.2 Checklists
150(38)
A.3 Other Risk Assessment Tools
188(1)
A.4 Special Competency Assessment for Control Room Staff
188(11)
References
198(1)
APPENDIX B EXAMPLE PROCEDURES FOR MANAGING ORGANIZATIONAL CHANGES
199
Index 237
Since 1985, the Center for Chemical Process Safety (CCPS) has been the world leader in developing and disseminating information on process safety management and technology. CCPS, an industry technology alliance of the American Institute of Chemical Engineers (AIChE), has published over 80 books in its process safety guidelines and process safety concepts series, and over 100 training modules through its Safety in Chemical Engineering Education (SACHE) series.
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