Guidelines for Managing Process Safety Risks During Organizational Change 1st Edition by CCPS ISBN 9781118379097 1118379098
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Product details:
ISBN 10: 1118379098
ISBN 13: 9781118379097
Author: CCPS
Table of contents:
1. INTRODUCTION AND SCOPE
1.1 Case Study: Hickson and Welsh Ltd.-England (1994)
1.1.1 Lesson Learned
1.2 Introduction
1.3 The Need for Management of Organizational Change
1.4 Organization of this Book
1.5 A History of Organizational Change Management
1.6 Definitions Related to Management of Organizational Change References
2. CORPORATE STANDARD FOR ORGANIZATIONAL CHANGE MANAGEMENT
2.1 Case Study: BP-Grangemouth, Scotland (2000)
2.2 OCM Background
2.3 Management Commitment
2.4 OCM Policy
2.5 OCM Workflow
2.6 OCM Procedure
2.7 Definition of Organizational Change
2.8 Roles and Responsibilities
2.9 Initiate an Organizational Change
2.9.1 Example OCM Case
2.10 Review the Change
2.11 OCM Risk Assessment
2.11.1 Preparation-Selecting the OCM RA Team
2.11.2 Preparation-Gathering Relevant Data
2.11.3 Preparation-Selecting the OCM RA Method(s) and Tool(s)
2.11.4 Facilitation of the Risk Assessment
2.11.5 Documenting the Risk Assessment
2.12 Action and Implementation/Transition Plans
2.12.1 Example OCM Case
2.13 Postimplementation Monitoring
2.13.1 Example OCM Case
2.14 Closeout
2.15 Conclusion
References
3. MODIFICATION OF WORKING CONDITIONS
3.1 Case Study: Esso-Longford, Victoria, Australia (1998)
3.1.1 Lessons Learned
3.2 Modifying Location, Communications, or Time Allocation for People
3.3 Case Study: Changes in Shift Schedules and Staffing During Turnarounds
3.3.1 Lessons Learned
3.4 Changes to Terms and Conditions of Employment (e.g., Hours, Shifts, Allowable Overtime)
3.5 Staffing During Turnarounds, Facility-Wide Emergencies, or Extreme Weather Events
3.6 Impacts and Associated Risks
3.7 Special Training Requirements
3.8 Conclusion
References
4. PERSONNEL CHANGES
4.1 Case Study: Union Carbide-Bhopal, India (1984)
4.1.1 Lessons Learned
4.2 Case Study: Bayer CropScience, LLC-Institute, West Virginia, USA (2008)
4.2.1 Lessons Learned
4.3 Changes in Plant Management (e.g., Plant Manager or EHS Manager)
4.4 Replacement of a Subject Matter Expert
4.5 Replacing the Incumbent in a Position that Directly Affects Process Safety
4.6 Strikes, Work Stoppages, Slowdowns, and Other Workforce Actions
4.7 Emergency Response Team Staffing
4.8 Impacts/Associated Risks
4.9 Organizational Change Procedures versus OCM for New Hires, Promotions, etc.
4.10 Conclusion References
5. TASK ALLOCATION CHANGES
5.1 Downsizing Examples
5.2 Task Allocation Changes
5.3 Job Competency Change
5.4 Case Study: Bayer CropScience LLC-Institute, West Virginia, USA (2008)
5.4.1 Lessons Learned
5.5 Assigning New Responsibilities
5.6 Temporary Backfilling
5.7 Vanishing Task Allocations
5.8 Case Study: BP-Whiting, Indiana, USA (1998-2006)
5.8.1 Lessons Learned
5.9 Impacts/Associated Risks
5.10 Conclusions
References
6. ORGANIZATIONAL HIERARCHY CHANGES
6.1 Centralization or Decentralization of Job Functions
6.2 Case Study: Esso-Longford, Victoria, Australia (1998)
6.2.1 Lessons Learned
6.3 Reorganizations and Delayering the Hierarchy
6.4 Impacts/Associated Risks
6.5 Changes to Span of Control
6.6 Impacts/Associated Risks
6.7 Linear vs. Matrix Organization
6.8 Case Study: BP-Texas City, Texas, USA (2005)
6.8.1 Lessons Learned
6.9 Impacts/Associated Risks
6.10 Acquisitions, Mergers, Divestitures, and Joint Ventures
6.11 Case Study: Anonymous, USA (1998)
6.11.1 Lessons Learned
6.12 Associated Risks
6.13 Case Study: Union Carbide Bhopal, India (1984)
6.13.1 Lessons Learned
6.14 Changing Service Providers
6.15 Impacts/Associated Risks
6.16 Conclusion
References
7. ORGANIZATIONAL POLICY CHANGES
7.1 Case Study: Dupont Delaware, USA (1818)
7.1.1 Lessons Learned
7.2 Changes to Mission and Vision Statements
7.3 New and Revised Corporate Process Safety Related Policies/Procedures
7.4 Major Changes to Policy or Budgets for Maintenance or Operation
7.5 Impacts/Associated Risks
7.6 In/Outsourcing of Key Departmental Functions (e.g.., Engineering Design or Maintenance)
7.7 Staffing-Level Policy Changes (Shutdowns, Turnarounds, Startups
7.8 Special Training Requirements
7.9 Conclusion References
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