(13a) A Rank Order Methodology for Assessing HFE Construction Audit Non-Conformances
AIChE Spring Meeting and Global Congress on Process Safety
2016
2016 AIChE Spring Meeting and 12th Global Congress on Process Safety
Global Congress on Process Safety
Human Factors in Chemical Process Safety I
Monday, April 11, 2016 - 10:30am to 11:00am
Likewise, Owner-Operators and engineering design firms of petrochemical facilities share the pressures of schedule and resources during the construction of a facility though often being governed by HFE design requirements that are based on industry codes and Owner standards and guidelines to safe facility design. However, they generally do not provide complete fabrication details and as result the HFE requirements may not be fully implemented in the final product.
Understanding that the construction companies commonly do not spend resources on human factors and the project HFE standards lack complete fabrication details, a growing number of Owner-Operators and engineering design firms conduct HFE inspection audits during the fabrication and construction of their facilities and equipment. The intent of the audits is to ensure HFE principles are integrated into the site construction of the project. A common result of any audit is the identification of non-conformances. It is common for hundreds or thousands of non-compliances to be identified during site construction and equipment fabrication audits. The non-conformances identified range from critical safety issues to limitations in equipment user operability or a simple specification non-compliance with no significant outcome. The challenge for all involved in the construction of the facility is to how to address these non-conformances while maintaining the least impact on schedule and resources.
A methodology is presented whereby the identified non-conformances for a project can be assessed and prioritized for a given construction project. After the non-conformances have been prioritized this information can be used to form a basis for allocating resources by the project and construction management teams. When well-implemented and managed, the methodology allows for a systematic identification of issues after which the project management team can use the results to make trade-off decisions or find alternative solutions. An added benefit from using this approach is that it aids in prioritizing risks that can potentially threaten a project’s viability due to the cost associated with correcting the non-conformance and achievement of higher standards of production and reliability while not compromising the safety and integrity of personnel and the overall achievement of enterprise objectives and goals.
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