Lutchman / Evans / Maharaj | Process Safety Management | Buch | sack.de

Lutchman / Evans / Maharaj Process Safety Management



Leveraging Networks and Communities of Practice for Continuous Improvement

1. Auflage 2013, 244 Seiten, Gebunden, Format (B × H): 156 mm x 242 mm, Gewicht: 498 g
ISBN: 978-1-4665-5361-3
Verlag: Taylor & Francis Inc


Lutchman / Evans / Maharaj Process Safety Management

The continued prevalence of major incidents (most recently the 2010 BP Gulf of Mexico Oil Spill) and preponderance of workplace fatalities and injuries as well as Process Safety Management (PSM) Incidents, globally, begs the question: why do incidents continue to occur in today’s technologically advanced era? More importantly, with 80-85 percent of incidents being repeated, the more obvious questions are:

Why do organizations fail to learn from prior incidents internal to the business?
Why do organizations fail to learn from their peers and other same industry players?
Why do organizations fail to learn from the incidents and experiences of other industries?

Process Safety Management: Leveraging Networks and Communities of Practice for Continuous Improvement provides a road map organizations can use to identify and setup critical networks for preventing catastrophic incidents and for sharing knowledge in an organized manner within the organization to enhance business performance. The book helps organizations establish centers of excellence by activating networks for generating best practices and practical solutions to workplace business, and safety challenges.

The book covers the full range of activation of networks including identifying members, defining goals and objectives, and prioritizing work through leadership and stewardship of networks. It addresses all elements of effective safety management and includes simple, easy-to-follow processes that bring about lasting changes to workplace safety. It also highlights the health and safety needs of both Generation X and Generation Y who currently inherit the workplace but are very different in learning behaviors and experience levels.

In a thin margins business environment characterized by scarce resources, operational discipline and excellence drives stakeholder confidence and corporate performance. Detailing the practical application of tested principles and practices, this book provides a simple path forward for organizations to recognize the benefits of networks and to proactively establish and support them within organizations to generate continuous and sustained improvement in work practices, procedures, and business performance.

Weitere Infos & Material


Process Safety Management (PSM)Process Safety Management (PSM)Elements of PSMReferencesHistorical Perspective: A Review of Operationally Disciplined and Excellent Organizations Where Process Safety Management Is EntrenchedOperational DisciplineProcess Safety ManagementHistory of Process Safety ManagementOperationally Disciplined OrganizationsConclusionReferencesLeadership Behaviors for Network Performance, and Operational Discipline and ExcellenceThe Role of LeadersLeadership Styles and Behaviors: Impact on SafetyConclusionReferencesShared Learning in SafetyEssentials for Effective Shared LearningsCurrent State of Generating and Sharing KnowledgeChallenges of Getting Knowledge to the FrontlineMaximizing Value from Shared LearningConclusionReferencesCreating Expert Networks for Generating Continuous ImprovementsNetwork RequirementsNetwork CompositionHow the Network OperatesNetwork DesignCore TeamsSubject Matter Experts (SMEs)Extended Group or Community of PracticeReferenceLeveraging Networks and Communities of Practice for Long-Term SuccessNetworks: A Historical PerspectiveNetwork Creation: Essential RequirementsEssential Network CriteriaGetting Networks Started: Conferences, Training, and CharteringReferenceActivation and Tenure of NetworksNetworks: How They Differ from Other Organizational StructuresWhy Is It Necessary to Formally Activate Networks?Why Are Control of Membership and Membership Changes Necessary?What Value Is There in Sustaining Network Activities?Network TenureNetwork Membership Changes and TurnoverReferenceNetwork Focus and Work PrioritiesTypes of Networks Developed in OrganizationsNetwork FocusNetwork CharterNetwork Work PlanNetwork Work PrioritizationEstablishing Key Performance Indicators (KPIs) for Stewarding Organizational PerformancePerformance TargetsKey Performance Indicators (KPIs)Typical Process Safety Management (PSM)/Management System KPIs Generated by NetworksPutting the Teeth into KPIsTarget SettingChallenges to KPIsConclusionReferencesChallenges Faced by Organizations in Managing NetworksSize of the Network: What Is the Optimal Size of a Network?Representation: Should Representation Be Limited to Business Units or Extended to Business Functions and Facilities?Right Balance between Face-to-Face Meetings and Virtual MeetingsQuantifying the Value Created by the NetworkUnderstanding the Right Balance between Network Responsibilities and Full-Time DutiesCost Associated with Travel, Accommodation, and International Commute for Globally Distributed Network MembersNumber of Networks to Be EstablishedManaging the Interrelationships between Overlapping NetworksNetwork Coordination: The Leadership ChallengeRole of the Executive Vice President of Health, Safety, Security, and EnvironmentRole of the Network Steering TeamBusiness Unit LeadershipFunctional Unit LeadershipCorporate or Central Control of NetworksNetwork CommunicationNetwork Stewardship and Performance ManagementConclusionA Network at WorkDetermining the Need for Network SupportDeveloping the Management of Change Network CharterUse of Opportunity Matrix to Prioritize Gap Closure ActivitiesCommunication Plan and MessagingStewardship and Communicating Up the Organizational ChainConclusionConclusionIndex


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