HSE MANAGEMENT SYSTEM

PREPARED BY GROUP 2 AS TITLE NAME : SAADI MEMBERS : Mr . NARIMANNEJAD Mr . ZAMAN Mr. ROSTAMI FAR

CHAPTER 1:

HSE MANAGEMENT COURSE CONCEPT

FOR DO EACH ACTIVITY WE SHOULD HAVE A GROUP. EACH GROUP SHOULD BE CONSIST TO TEAM LEADER /DAY LEADER / OTHER MEMBERS

DAY LEADER REASPONSE : 1- APPOINT DAY LEADER EVERY DAY 2- LEAD OUR TEAMS FOR THE DAY 3- LEAD MORNING MEETING AND EVENING MEETING . 4- DO TIME KEEPING OF THE DAY.

ALL ACTIVITY THAT SHOULD BE DOING BY DAY LAEDER IN MORNING MEETING :

1.

2.

3.

CONFIRM SCHEDULE OF THE DAY. MAKE SHORT SPEECH ABOUT WHAT YOU FOUND YESTERDAY. LOOK BACK ON YOUR ACTIVITY OF YESTERDY AND SHARE YOUR FINDING WITH YOUR FRIENDS.

THE ACTIVITY THAT SHOULD BE DOING BY DAY LEADER IN EVENING MEETING

1.

2. 3.

MAKE SHORT SPEECH ABOUT WHAT YOU FOUND TODAY. CONFIRM TOMORROWS SCHEDULE. NAME TOMORROW LEADER.

5S PROGRAM

Seiri Seiton Seiso Seiketsu Shitsuke

Order Organizing Cleaning Neatness. Discipline.

Keep things only necessary. Put things in order. Clean things off. Keep things clean. Keep 4S.

CONCLUSION

WHAT IS BENEFIT ADOPTED A DAY LEADER IN EACH GROUP: 1- CREAT MOTIVETION IN GROUP. 2-TIME KEEPING / DECIPLIN . 3- CONDUCT MINDS TO GOAL. 4- SAVEING TIME SPENT.

CHAPTER 2:

THE PERSENT SITUATION OF PETROCHEMICAL IN JAPAN

THE FOLLOWING ITEMS WERE MAIN CAUSE OF PROBLEM FOR PREVENT OF PATH DEVELOP IN JAPAN . 1- INCREASE COST FEED SUPPLY 2-SOME CRISES STATE IN MIDDEL EAST SUCH AS WAR . 3- NEGATIVE ENVIRONMENTAL IMPACT 4-NO ENOUGH PLACE TO INSTALL NEW PLANT

NEW DECIDED FOR DEVELOPMENT

1- USE OF NEW TECHNOLOGY IN CONVENSIONAL PLANS INSTEAD OF INSTALL NEW PLANT 2- EFFECTLY PRESENT AMOUNG OTHER COMPITITORS IN MARKETING 3-CHANGE IN PROCESS OF PRODUCTION BY AS LOW AS COST FEED

CHAPTER 3:

STRATEGIC HSE MANAGMENT

MAJOR ACCIDENTS TAKE PLACED THAT CAUSE TO ENVIRONMENTAL/ SAFETY PROPERTY DAMAGE WERE MAIN FACTORS TO STABLISH HSE SYSTEM

REQUIRMENTS HSE FOLLOW AS : 1- LEADERSHIP AND COMMITMENT 2- POLICY AND OBJECTIVE 3- ORGANIZATION , RESOURCE AND DOCUMENTATION 4- RISK MANAGEMENT 5- PLANNING 6- IMPLEMENTATION AND MONITORING 7- AUDITING AND REVIEWING

CONTINUOUS IMPROVEMENT CYCLE

(PLAN)
PLANNING

(ACTION)

LEADERSHIP & COMMITMENT

IMPLEMENTATION

(DO)

EVALUATION

(CHECK)

To effectively manage day to day HSE issues a structured approach is recommended

Policy

Organising

Auditing

Planning and Implementing

Measuring Performance

Reviewing Performance

An assessment of stakeholder expectations should drive the development of an HSE management strategy
Emergency Services Pressure Groups International Partners

Insurers

Employees

Boardroom

Customers

Directors

Competitors

Regulators

Suppliers

Shareholders

Special Economic Zone

MAIN FACTOR OF HSE MANAGEMENT SYSTEM

ALLOCATION OF RESOURCE BY FIRST LINE MANAGER SUCH AS : * HUMAN
* EQUIPMENTS * MONEY

CHAPTER 4:

SITUATION HSE PLACE IN FLOW CHART OF ORGANIZATION

HSE DEPARTMENT DIRECTED BY TOP MANAGER

Managing Director

Business Planning Director

HSE MANAGER

Personal Director

Financial Director

Plant Manager Site 1

Plant Manager Site 2

Plant Manager Site 3

Operations Manager

Production Manager Operations Manager Phil Hardy

Operations Manager

Shift Manager

Shift Manager

Shift Manager

Team 1

Team

Team 1

HSE ORGANIZATION IN NPC

Managing Director NPC
HSE Manager

Consultant (3)

Secretary

Training Planning Responsible

Environmental Head

Safety Head

Health Head

Sr. Environment Proficient

Sr. Energy Proficient

Sr. safety Proficient

Sr. Fire Proficient

Sr. Crises proficient

Sr. Health Proficient

Sr. Proficient Env. Health

Sr. proficient Food

CHAPTER 5:

HAZARD AND RISK DEFINITIONS

HAZARD:CAUSE OF ACCIDEND ABOUT HEALTH, SAFETY AND ENVIRONMENT RISK:SEVERITY AND POSSIBILITY ABOUT CONCEQUENCE.

HOW SAFE IS SAFE ENOUGH?

DECREASE RISK AS LOW AS POSSIBEL (ALARP) SHOULD BE ECONOMIC.

HSE benefit ( Risk) Good practice Stakeholder expectations Reputation risk

COST OF PROFIT

CHAPTER 6:

RISK ASSESMENT

A five step approach can be followed to Ev Det alu conduct an OHS risk assessment, in line with er ate mi ris ne industry good practice Ide ks Re wh
1 ntif y pot ent ial ha zar ds 2

o mi ght be har me d, an d ho w

Revi ew your asse 5 ssm ent and revis e if nece ssar y

an d ide ntif y co ntr ol me as ure s

cor d yo ur fin din gs

FOLLOW HUMAN FACTORS CAN LEAD TO MEET AN ACCIDENT

1- LOW EXPERIENCE 2- MORE STRESS 3- MORE FATIGUE 4-LOW TRANING AND EDUCATION 5-COMPLEXITY OF TASK 6-BAD WORK PLACE

EVENT CHAIN

FACTOR ABOUT MAN FACTOR ABOUT MACHINE FACTOR ABOUT MEDIUM /WORKPLACE FACTOR ABOUT MANAGEMENT
* EXIST ANY LACK ON EACH ONES FOUR MENTION ABOVE YOU MEET AN ACCIDENT.

CHAPTER 7:

PROCESS HAZARD ANALYSIS METHODS

CHECK LIST WHAT IF FAULT TREE ANALYSIS (FTA) HAZARD AND OPEREABILITY (HAZOP) FAILURE MODES AND EFFECTS ANALYSIS (FMEA)

WHY WE NEED USE HAZOP METHOD ?

ALL OF HAZARD IN EACH ACTIVITY IDENTIFY BY HAZOP.

THIS IS QUALIFY AND QUANTIFY ASSEST METHOD TO DETERMINE AND CLASSIFICATION OF RISK.

HAZOP REQUIRMENTS
1.

2.
3. 4.

HAZOP TEAM P&ID DRAWING FACILITY ( SUCH AS COMPUTER ,) AWARENESS OF PRODUCTS , POTENTIAL HAZARD ,PROCESS ,

HAZOP STEPS

NODES DETERMIND PARAMETERS DEVIATIONS CONSEQUENCE SAFEGUARD RISK ASSESMENT RECOMENDATION

SELECTED NODES
To BD PV01

H2

Cooler
PT

CW

Receiver

LT

HP Hydrogen

FV003

Furnace

Reactor Product

FCV
Feed

Feed Pump

NODE 1
FG FO

Feed Effluent Exchanger

Interpreting the HAZOP record

Plant Section Lead Reactor Item Deviation Cause Consequence or Implication Indication or Protection Question or Recommendation

Feed Inlet

Reverse Flow

1. Feed pump fails

1. Reactor pressure causes reverse flow

1.1 Automatic start 1. Check valve on pump discharge of standby feed pump on FAL 1.2 Regular inspection check valve 2 Design specs of exchanger shell 2 Install PSV if necessary e.g. if an existing exchanger is to be used 3. Review ESD/ need for reactor blow down

2. Heat Exchanger Tube rupture

2. Overpressure of exchanger shell side

3. Furnace Tube Rupture

3 Fire in furnace as reactor contents ignite

3.1 Tube skin temp 3.2 O2 analyser 3.3 FAL on tube

A 5 x 5 matrix is used to determine action priority

5 HIGH 4 Likelihood 3 LOW 2

MEDIUM

1
1 2 3 Severity Note that the matrix is not symmetrical, i.e. Likelihood 1, Severity 5 is a high priority, but Likelihood 5, Severity 1 is a medium priority. 4 5

CHAPTER 8:

IMPELEMENTATION OF HSE MANAGEMENT

TPM CONCEPT IS :
TOTAL PRODUCTIVITY MANAGEMENT
((TPM)) AT FIRST TIME MENTION IN MENTANENCE DEPARTMENT AS NAME TOTAL PRODUCTIVITY MENTANENCE, LATER DUE TO GOOD BENEFIT EXTENT TO ALL OF ACTIVITY IN ORGANIZATION AS NAME TOTAL PRODUCTIVITY MANAGEMENT

TPM OBJECTIVES:
1.

2.

TO SYSTEMIZE ALL OF ACTIVITY CONTINIOUSLY TRAINING

ALL OF ACTIVITY SHOULD BE UNIFORM BY PROMOTION CULTURE OF PEOPLE IN ORGANIZATION(FROM TOP MANAGER TILL DOWN PEOPLE)

3.

4.

5.

RESPECT TO ALL OF PEOPLE INCREASE RESPONSIBLE CARE

TPM METHODS

JISHU HOZEN
How much should we invest in safety improvements ? How can I prioritise safety and non safety projects? Are we meeting legal requirements ? How do we value investment in ? Is the system safe?

CHOREI

CHARACTERISTICS OF TPM IS TO EXECUTE

STEP 0:

5S

STEP1: INITIAL CLEANING STEP2: FIXING SOURCES OF PROBLEMS STEP3: PREPARATION OF THE TENTATIVE STANDARDS OF INSPECTION STEP4: GENERAL INSPECTION OF EQUIPMENT STEP5: GENERAL INSPECTION OF PROCESS STEP6: STANDARDIZATION OF PROCESS STEP7: THOROUGH IMPLEMENTATION OF SELF-MANAGEMENT

BENEFIT TPM STABLISH IN ORGANIZATION

1.

2.

3.

4.

INCREASE OF PROFIT EFFECTLY PRESENT IN INTERNATIONAL MARKETING DECREASE OF DAMAGE PROPERTIES/INJURY/NEGATIVE ENVIRONMENTAL IMPACT INCREASE MOTIVATION OF PEOPLE DUE TO GOOD VIEW OF WORK PLACE

THE END
THANK FOR YOUR ATTENTION