CII Annual Conference 2001

Achieving Safe Performances on Shutdowns, Turnarounds, and Outages

2

Nine Industry Best Practices

• Getting to Zero • Demonstrated management commitment

• Staffing for safety

• Safety planning – pre-project / pre-task

• Safety training and education

• Worker involvement and participation

• Recognition and rewards

• Subcontractor management

• Accident/incident reporting and investigation

• Drug and alcohol testing

3

What are Shutdowns, Turnarounds and Outages?

4

The terms “Shutdown” “Turnaround” and “Outage” are often used interchangeably. There is no clear discernible difference between them, but some terms are used more by some industry sectors than they are in others.

For example, in a power plant a shutdown might often be called an outage, while in a paper plant a shutdown might be called a turnaround. However, both would also know them as shutdowns.

5

We shall use the term “Shutdown”

A shutdown occurs when work must stop in operating facilities that are generally in active production of some product, including paper, plastics, electrical power, pharmaceuticals, various petroleum products, and so on. This cessation of work is mandated when repairs must be done, upgrades installed, components replaced, etc.

6

Shutdowns are costly to the owners

Facility owners realize a continuous flow of revenues when a process plant is functioning. This revenue flow comes to a complete halt if the plant must be shut down for some reason.

But plants must be shut down for various reasons. This is inevitable.

Raw Products

Finished Products

Raw Products

Finished Products

Malfunction

When the Revenue Stream Stops

9

When do Shutdowns Occur?

• Components Break Down (emergency)

• Routine wear and tear (scheduled replacements and repair)

• Upgrading components (scheduled)

Shutdowns Require Many Construction Workers to be Hired in a

Short Time

Worker Build-up is Fast

Project Duration

Number of

Workers

Conventional Construction Projects

Shutdown Projects

Work is Performed Around the Clock – Often With 7 12-hour days per Worker

2 Shifts are Common

14

Unique nature of shutdowns and turnarounds

Key Difference From Conventional Construction Projects

• Rapid Buildup of the Workforce

• Tight Schedule (Round the Clock Effort)

15

Shutdowns are not conducive to safety

16

What are the Implications for Safety?

• Workers start every shift with the worksite having been altered (they must re-orient themselves each day)

• Workers work lots of overtime and can get fatigued

• Work is crowded and intense, so everyone needs to know what is going on

17

Short Term Work Activities: Shutdowns, Turnarounds and Outages

• Methodology – one study

- 44 Projects involving Shutdowns, Turnarounds and

Outages

- Personal Interviews

18

Zero Accidents Study2000/2001 • Detailed interviews on Shutdown,

Turnaround and Outage projects- 44 Projects

• Petrochemical

• Industrial

• Power

• Paper Products

- U.S. wide geographic area

19

Best Practice Results

Over 20 key findings revealed companies utilizing these best

practices have significantly lower recordable injury rates.

20

Zero Accidents Study2000/2001

Of the forty-four (44) construction projects,

Twenty-two (22) projects

achieved zero OSHA recordable injuries.

Thirty-eight (38) had zero lost time injuries.

Of the forty-four (44) construction projects,

Twenty-two (22) projects

achieved zero OSHA recordable injuries.

Thirty-eight (38) had zero lost time injuries.

21

Participating Firms Generally had Very Good Safety Records

• They are the best of the best.

22

The Workforce:

• Where do the workers come from?

0.0

0.5

1.0

1.5

2.0

2.5

Rec

ord

able

Inci

den

t R

ate

Come from the area but are notfamiliar with the project

Transfer from other projects andare familiar with the type of work

done

23

Safety Planning and Scheduling

• Is software used to schedule the project?

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

Rec

ord

able

In

cid

ent

Rat

e

Yes No

24

Safety Planning and Scheduling

• What are the units of time used on the project schedule?

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

Rec

ord

able

Inci

den

t R

ate

Days Shifts Hours

25

Worker Familiarity and Scheduling by the Hour

00.20.40.60.8

11.21.41.61.8

NotFamiliar,Not Hrs.

Familiar orSchedule by

Hours

Familiar andSchedule by

Hours

RIR

26

Duration of the Shutdown

0

0.2

0.4

0.6

0.8

1

1.2

Less than 2 weeks 2 weeks and longer

RIR

27

What is the Typical Crew Size?

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

Less than 7 More than 12

RIR

28

Safety Planning and Scheduling

• Is pre-task planning a regular part of project planning?

0

1

2

3

4

5

6

7

8

Rec

ord

able

Inci

den

t R

ate

Yes No

29

0.0

0.5

1.0

1.5

2.0

Rec

ord

able

In

cid

ent

Rat

e

Yes No

Safety Training and Education

• Do new field employees receive orientation to the project?

30

Safety Culture??***

• Are safety glasses, with side shields, required?

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

Rec

ord

able

Inci

den

t R

ate

Yes No

31

Type of Contract Arrangement

0

0.5

1

1.5

2

2.5

3

Cost Plus Lump Sum

RIR

32

Is there a Safety Incentive in the Contract?

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

1.8

Safety Incentive None

RIR

33

Best Practices

• Getting to Zero • Demonstrated management commitment

• Staffing for safety

• Safety planning – pre-project / pre-task

• Safety training and education

• Worker involvement and participation

• Recognition and rewards

• Subcontractor management

• Accident/incident reporting and investigation

• Drug and alcohol testing

34

0.00

0.50

1.00

1.50

2.00

2.50

Re

co

rda

ble

Inc

ide

nt

Ra

te

Implement all Implementmost

Implementonly a few

Project Safety Performance

• Results of implementing best practices

0 workers per 1000

0 workers per 1000

0.00

0.79

2.3724

workers per 1000

24 workers per 1000

Which practice is the most important to achieving zero accidents?

The safety culture of a firm is evident in everything it does. We must be ever vigilant in our efforts as we strive for Zero Accidents.

There is no Silver Bullet