Striving for Perpetual Safety- Enhancement of Safety Culture By Improvement of Operational Discipline
CCPS Global Summit on Process Safety
2017
4th Global Summit on Process Safety
2017 Global Summit on Process Safety
Committed Culture & Process Safety Leadership I
Tuesday, September 12, 2017 - 1:00pm to 1:25pm
Our company, DuPont-Mitsui Polychemicals, was established in 1960 as a joint venture between Mitsui Chemicals and E. I. DuPont. We produce ethylene copolymer resins using the ultra-high pressure polymerization technology and our manufacturing sites are located in Otake City, Hiroshima Prefecture and Ichihara City, Chiba Prefecture.
The employee no lost workday record of Otake plant continues approximately 44 years and it is the longest record among all the manufacturing sites belong to Japan Petrochemical Industry Association. As for Chiba plant, the said record is approximately 22 years and ranked as the ninth longest as an ongoing record.
In 2011, however, process accidents and facility troubles which interrupted stable plant operation occurred in a row at the Otake plant. We conducted cause investigations and countermeasures individually then studied deep root causes by full plant personnel participation. As the countermeasure, “Rebuilding Plan for Perpetual Safety†was established as a corporate project. This activity is based on the DuPont Process Safety Management, or PSM, system.
PSM is composed of 14 safety management elements which are associated with “Personnelâ€, “Technologyâ€, or “Facilitiesâ€. Operational Discipline, or OD, in which individuals surely enforce their assignments, becomes very important to functionalize these 14 safety management elements. The driving force of this activity depends on the leadership and commitment of management.
We continued PSM activity, and establishment of the safety management system greatly advanced. However, we couldn’t totally eliminate accidents or troubles caused by human factors. As a result of study for further improvement, OD was extracted as the first priority factor and promoted as the critical operating task of 2017.
The improvement of OD was carried out with self-assessment by the DuPont assessment sheet and we identified our current weakness in OD. We developed an improvement plan for the weak points identified by the OD self-assessment and are promoting the activity. Through this activity, we aim at “ZERO†accidents and troubles.
In this presentation, our OD improvement efforts for the enhancement of safety culture are reported while introducing some actual cases.
The employee no lost workday record of Otake plant continues approximately 44 years and it is the longest record among all the manufacturing sites belong to Japan Petrochemical Industry Association. As for Chiba plant, the said record is approximately 22 years and ranked as the ninth longest as an ongoing record.
In 2011, however, process accidents and facility troubles which interrupted stable plant operation occurred in a row at the Otake plant. We conducted cause investigations and countermeasures individually then studied deep root causes by full plant personnel participation. As the countermeasure, “Rebuilding Plan for Perpetual Safety†was established as a corporate project. This activity is based on the DuPont Process Safety Management, or PSM, system.
PSM is composed of 14 safety management elements which are associated with “Personnelâ€, “Technologyâ€, or “Facilitiesâ€. Operational Discipline, or OD, in which individuals surely enforce their assignments, becomes very important to functionalize these 14 safety management elements. The driving force of this activity depends on the leadership and commitment of management.
We continued PSM activity, and establishment of the safety management system greatly advanced. However, we couldn’t totally eliminate accidents or troubles caused by human factors. As a result of study for further improvement, OD was extracted as the first priority factor and promoted as the critical operating task of 2017.
The improvement of OD was carried out with self-assessment by the DuPont assessment sheet and we identified our current weakness in OD. We developed an improvement plan for the weak points identified by the OD self-assessment and are promoting the activity. Through this activity, we aim at “ZERO†accidents and troubles.
In this presentation, our OD improvement efforts for the enhancement of safety culture are reported while introducing some actual cases.