Enterprises that don't understand the whole life cycle often don't have the concept of process safety management, especially those that set up factories earlier. The fundamental reason is that they missed the most technical and effective risk control stage in process safety management-feasibility study and design stage.
2. Major risks cannot be identified, and risks are not managed at different levels.
No matter how meticulous enterprise management is, there are also major weaknesses in hardware, and it is only a matter of time before an accident occurs. Therefore, it is imperative to find out the weakest link first.
It is an effective means for enterprises to know more about HAZOP analysis and SIL evaluation of safety instrumented systems, and to find the inherent safety loopholes of devices. However, there are many problems in the HAZOP analysis report of some enterprises, which basically cannot identify the major risks existing in the device.
And the judgment of major risks has not been carefully analyzed. If some enterprises simply think that major hazards are major risks, dangerous processes are major risks. This classification has no effect. Enterprises no longer use risk identification tools to identify risks, and the person in charge of enterprises should control all risks in the factory, that is to say, there is no risk classification control.
3. Enterprises have insufficient participation in process hazard analysis in the design stage.
Feasibility study and design stage is the key stage of process hazard analysis, which outputs a large number of documents and is the basis of supporting enterprise life cycle risk management.
In many enterprises, technicians rarely participate in the design stage. The design is thrown to the design institute and the evaluation is thrown to the evaluation company. Even some enterprise safety managers can't read PID chart, and everything is to complete the work and pass the examination. In this case, a large number of risks are hidden in the design documents, which can only be put aside when the device is implemented in the construction period and the processing cost rises geometrically in the operation stage.
5. There are loopholes in the process hazard analysis process in the operation stage.
In the operation stage, the most common process hazard analysis is SCL checklist for identifying equipment and facilities, and JHA/JSA analysis table for analyzing risks in the operation process. The process of many enterprises is that the person in charge sends tasks to the department, and the department gives them to the workshop, and the workshop gives them to the team. The monitor throws them to the operator and then collects them at the first level. The whole process lacks a unified identification and analysis method and risk benchmark.
Operators have rich field operation experience, but their ability to master and understand standards is poor. In this case, the comprehensiveness of identification, the probability of risk occurrence and the severity of possible consequences in the process of enterprise process hazard analysis will not be accurate. Risk management requires full participation. In the process setting, it is necessary to clarify what the decision-making layer does, what the technical layer executive layer does, and what the operational layer does.
6. In terms of risk management, the responsibilities of the safety management department are misplaced and the professional departments are at a loss.
In the whole process of process information management and process hazard analysis, what kind of responsibilities the enterprise entrusts to the professional department determines the effect of enterprise process safety management. As mentioned above, in the operation stage, the process of process hazard analysis in some enterprises is the person in charge-safety department-workshop-team, and there is no professional department.
Many professional departments of small and medium-sized enterprises aim to solve the problems existing in production at any time, and repair them where they are broken. In addition, many professional departments of enterprises do not understand the basic theory of safety and do not master the basic methods of risk identification such as failure probability and consequence simulation.
Process safety information and process hazard analysis run through the whole life cycle management of enterprises. In strengthening process safety management, enterprises should first do the following:
1. Pay back the account as soon as possible in the process safety information management.
The security debt will be paid back sooner or later, and there are no dormant accounts and bad debts. In response to risk assessment and HAZOP analysis, it is necessary to re-examine, re-do problems, implement measures, train personnel, supplement missing data, and resubmit missing design data to the design institute. At the same time, the relevant process of process information management is established, and the information is completely saved, so that enterprise personnel can learn to use it, especially not to lose it.
2. Pay close attention to "controlling" major risks.
Help the person in charge of the enterprise to establish a sense of major risks. According to the requirements of engineering, technology, individual protection and protective layer, various control measures are formulated for major risks.
The most critical step is to assign the greatest risk to the top leader to implement control measures, assign the second greatest risk to the second leader, and so on. And make it clear how often these responsible persons conduct an investigation, how often do you simulate an accident drill caused by the failure of control measures, what responsibility do you bear if the investigation fails, and what responsibility do you bear if it fails. These requirements must be written into the system and passed at the safety Committee or staff meeting.
3. Sort out the process of risk identification as soon as possible, and personnel should pay close attention to "make up lessons".
Send personnel to set up a risk identification team, led by the main person in charge. The purpose of establishing a team is to unify the acceptable benchmark of enterprise risk, the choice of risk identification and analysis tools, the output content of risk analysis and the standards that employees need to master. It is necessary to conduct centralized training on appraisal contents, methods and benchmarks, conduct centralized examination and approval on appraisal results reported by grass-roots workshops, and assess the completion of work.
Return the risk identification to the professional department. Professional departments should take the lead in identifying risks of professional departments, investigating and managing hidden dangers of professional departments, and assume professional risk management responsibilities. The routine practice is that the security department trains the identification method, the professional department organizes local units to identify risks, and the security department summarizes and analyzes them, finds out the rules, examines the measures and puts forward suggestions to the decision-making level. This work requires enterprises to clearly allocate responsibilities in risk management.
Cultivate the enterprise's own technical strength
Some risk identification capabilities are difficult for enterprises, such as SIL assessment and HAZOP analysis. But enterprises should at least be able to understand the report, participate in the preparation of the report, and make suggestions and find fault with the intermediary report. After all, what you know most about the enterprise is its own technical strength. Don't leave your own safety entirely to others.
Learn to read evaluation reports. Safety pre-evaluation, state evaluation, acceptance evaluation, safety facility design and other reports have relatively strict compilation procedures, which involve the results and methods of risk identification that exist or may exist in many enterprises, and are more suitable for popularization.