(81h) Risk Management and Prevention Program to Avoid Loss of Process (LP3) Based on Human Reliability, Practical Application and Measurement

Risk management in industry can fulfill its mission when the value for the purchase or renewal of insurance to cover claims is less "today" than in periods predecessors. After identifying the types, after mapping the operational factors and their causes, after validating standards and procedures resulting from tests in the areas of human and technical factors, a program to prevent loss of process is proposed. This program is tested partially in areas of industrial polymers, alkyl amines, aromatic amines and LPG. The methodology description of Risk Management at operation and process is presented in order to establish basic premises to its implementation. This method requires a control program to investigate loss of process, measurements on partial results of gross profit and changes with the process stability and better reliability of the team. More than measure, the losses of process are related with stability of processes, people, and tasks. A mathematical exercise is performed to confirm the gains of the Risk Management Program in chemical plant of p-cresol. The main steps of this system of risk management are divided into: start-up based on experience; identifying the types of environments, structures (human, technical, group) and processes (management and learning); choice of the techniques to be applied; mapping of causality with the application of the techniques used for dynamic analysis of the failure; validation of appropriate standards for these cited types and techniques that can break the chain of failure; review of procedures, process parameters and behavior of the worker in the task environment. These goals are achieved through the increase of human reliability, process stabilization and skills analysis and can be used to introduce risk management inside new projects. In the analysis of skills are performed the following activities: measuring the inventory of knowledge and skills (K/S); commitment to K/S implementation; analysis of demand for technology in normal operation and emergency; analysis of skills offered by team at routine and emergency situations; programmed training; training preparation; team profile with social functions showed by dynamic stress; competence in social relationships; new concepts that can change the level of skills; and educational programs implemented by type of situation. The competence Analysis depends on identifying the technical culture and recognition of this culture by examining how the standards are been used by workers in the routine and how to build the mind map. The program that avoid loss of process, encourages too the self-management and participatory management with the preparation of leaders that can understand environmental changes, allowing program changes, that facilitates the use of routine information to avoid process losses. Cultural biases are identified and monitored. The dominance aspects of SMS indicate necessity of changes in the organizational climate. In terms of Organizational and Safety Culture is possible to establish the level of commitments based on the relationship between policies and practices in the plant. The knowledge about how the safety procedures at foreign advanced plants are referred by global best practice, adopting standards allowing easy adaptation to the desired organizational culture. The identification and analysis of human types installed at workstation, the study of management style, and the considerations about product-process technologies permits to define flexibility level in operator task. Another important factor in risk management is the definition of relational database that handles information from industrial processes to stabilize and increase the confidence of the man. The tasks are performed in its entirety with an auxiliary memory scheme, capturing important signs (failure avoidance), and easier construction of the mental map. The programs are reviewed to promote organizational inclusion giving multipliers of knowledge to transfer information securely over the routine work of production. The design of the job is revised by changing the level of available instructions and communications. Other tools are used to: task control, critical equipments identification, feedback communication showing what standards are expected by the organization. The different levels of protection avoid failure happening using redundancies in serial or parallel ways. The procedures and tasks are controlled by level of operational decision: process signals correction, process control, maintenance of equipment and task, preserving safety level in reducing the consequences of planned actions, and preservation of human life in environments that suffering with major material releases. These criteria set also should be applied to the contracted services that support production. The new industrial designs should have their equipment conditions similar to real situations indicated by the operation of similar plants. When having knowledge about human type it became easier to define the type of screen Supervisory, local facilities for control of machines, the appropriate representation on the supervisory part of the machine/process that wants to be controlled, the procedures and checklists must monitor operations through the tasks, the identification of mental schema for human type which facilitates research process. The ergonomic criteria for the labor place are seeking out the cognitive and physical comfort. The procedures for personnel selection and development detect actual situations of inventory knowledge from dynamic methods including defining the behavior under high stress. After setting the standards for social relations in the workplace, is possible to establish communication tools for integration in the work and aggregation of the teams. Thus, the standards for leadership development should include aspects of multiplying knowledge and skills, ways to detecting team resistance and development of self-management profiles in formal and informal leaders. The definition about setup of machines and processes is important to avoid technical errors in production. This condition varies with the feedstock, product, equipment, and environmental conditions. The setup can also be discussed to avoid human errors in production or group indicating appropriate divisions in the task with the possibility of redundancy in critical activities. The task planning for production must be standardized to facilitate the planner to prepare and review the procedures with reduced cost and high rate of team consensus indicating acceptance prior and future of the procedures used in production. The documents that indicate how to act in practice are gathered in the manual of good practice. The gross profit margin consists of components of production cost and components related to the company's image. Both aspects are influenced directly and indirectly through several items related to process losses. Through the Risk Management System based on Human Reliability is possible to analyze the risks from the measurement of losses and it becomes possible to measure the level of investment that will be used to study the origin of failure in the industry. The study of process losses demands their classification into three main types: Production costs, Personnel, and Image and Sales. The details of possible losses related to the process and possible human errors and operational failures is important for the definition of programs that seek to stabilize the industrial processes and improve human reliability. The conservative and realistic expectations on cost reduction program with the process losses resulting from better management of risks are listed below: Extra time Production 30% over 5% Production Loss 30% from 10 h/month Reprocess expense 30% over 1% OFFSPEC Loss billing 15% over 2% Costumer Losses Recovering 30% Spare parts Consumption Avoiding expend 8% Raw material/insumes consumption Decrease of 20% from reaction Decrease of 20% wastewater Decrease of 5% emission Charge Increase of 0,4% Waste treatment 10% of Reduction The results projected in chemistry plant of p-cresol with the implementation of risk management methodology include: 6% reduction in investment reflected in lower depreciation, 1.3% reduction in production costs; Increase of 3.95% in billing with recovery of profitability. That adding a direct equivalent to 11.3% recovery of losses and increase profitability approaching the 15% estimated for recovery due to losses from the financial crisis. Key-words: Risk Management, Process Loss Prevention Program, Human Reliability, Process Stabilization, Competence Analysis.