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TheHAZOPLeader’s Handbook Thispageintentionallyleftblank
TheHAZOPLeader’s Handbook PHILEAMES Elsevier
Radarweg29,POBox211,1000AEAmsterdam,Netherlands
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Thisbookandtheindividualcontributionscontainedinitareprotectedundercopyrightby thePublisher(otherthanasmaybenotedherein).
Notices
Knowledgeandbestpracticeinthisfieldareconstantlychanging.Asnewresearchand experiencebroadenourunderstanding,changesinresearchmethods,professionalpractices, ormedicaltreatmentmaybecomenecessary.
Practitionersandresearchersmustalwaysrelyontheirownexperienceandknowledgein evaluatingandusinganyinformation,methods,compounds,orexperimentsdescribed herein.Inusingsuchinformationormethodstheyshouldbemindfuloftheirownsafety andthesafetyofothers,includingpartiesforwhomtheyhaveaprofessionalresponsibility.
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ISBN:978-0-323-91726-1
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Contents Preface xi Acknowledgementsxiii
1.Introduction1
1.1 Reputationandreality1 1.2 Whythisbook?2 References6
2.Morethanjustachair!7
2.1 TheHAZOPleader’sresponsibilities7
2.2 Areyoureadyforthechallenges?10
2.2.1 Timeandresourceconstraints11
2.2.2 Designcompleteness12
2.2.3 Qualityofinformation13
2.2.4 Facilitationandgroupdynamics13
2.2.5 Customerexpectations13
2.2.6 Measurementofeffectiveness14
2.3 Qualifications,experienceandskills14
2.4 Developinganddemonstratingyourcompetence17
2.5 Makesureyouareindependent!18
2.6 StillwanttobeaHAZOPleader?19 References19
3.Failtoprepare,preparetofail21
3.1 IsitHAZOPthatyouneed?22
3.2 Canyouplanforsuccess?25
3.3 Termsofreference26
3.3.1 Puttheclient’sagreementfrontandcentre!27
3.3.2 Describethebackgroundorcontextofthestudy28
3.3.3 Beclearaboutyourobjectives29
3.3.4 Carefullydefinethescopeofthestudy29
3.3.5 Specifyhowyouwillapplythemethodology30
3.3.6 Decidewhatprocesssafetyinformationyouneed33
3.3.7 Whoneedstobeinvolved?35
3.3.8 Scheduleanddeliverables36
3.3.9 Reportcontentanddistribution37
3.4 TheHAZOPteam37
3.4.1 ThecoreHAZOProles38
3.4.2 Additionalroles(ifyoumust)43
3.4.3 Independentprocessengineer44
3.4.4 Safetymanager45
3.4.5 Preparingtheteam45
3.5 Nodeselection47
3.5.1 Nodeselectionforacontinuousprocess48
3.5.2 Nodesforcomplexsystems49
3.5.3 Differentoperatingmodes50
3.5.4 Paralleltrains51
3.5.5 Studyboundariesorinterfaces51
3.5.6 NodeselectionforbatchandproceduralHAZOP52
3.6 Deviationsfromdesignintent52
3.6.1 ContinuousHAZOP53
3.6.2 BatchandproceduralHAZOP56
3.7 Howmuchtimedoyouneed?57
3.7.1 RulesofthumbbasedonP&IDsandnodes59
3.7.2 Rulesofthumbbasedonequipment61
3.7.3 Morecomplexmethods61
3.7.4 Preparationandreportingtime62
3.8 Preparationyoucanstartimmediately63
3.8.1 P&IDmanagement64
3.8.2 Softwarepre-population65
3.9 Preparationsnearerthestudy66
3.9.1 Generalconsiderations66
3.9.2 TheHAZOPenvironment67
3.9.3 Theopeningmeeting69
3.10 Summary:criticalsuccessfactors72 References73 4.Applybestpractice75
4.1 Constructingscenarios:the ‘goldenrules’ 75
4.1.1 Detailednodedescriptionanddesignintent76
4.1.2 Causesinthenode,consequencesanywhere78
4.1.3 Ultimate,unmitigatedconsequences82
4.1.4 Actionsofthesafeguards85
4.1.5 What-where-why-stand-alonerecommendations88
4.1.6 Fullrecording93
4.2 Asummaryofscenariodevelopment94
4.3 Toolsforstimulatingcreativity95
4.3.1 Modesoflosspotentialcauses96
4.3.2 Processflowfailuremodes96
4.3.3 Consequencepathways97
4.4 Sometechnicalchallenges98
4.4.1 Doublejeopardy98
4.4.2 Commonmodefailure100
4.4.3 Processdependencyorinteraction101
4.5 Policychallenges102
4.5.1 Overflows102
4.5.2 Tankbunds103
4.5.3 Positivedisplacementpumps104
4.5.4 Nonreturnvalves(checkvalves)104
4.5.5 Emergencyshut-offvalves105 References106
5.Facilitate!107
5.1 Theroleoffacilitator109
5.1.1 Groundrules109
5.2 Groupdynamics112
5.3 Teamdevelopment113
5.4 Individualcommunicationstyles116
5.5 Facilitationskills118
5.5.1 FacilitationskillsforHAZOPleaders118
5.5.2 SometechniquestoapplyinHAZOP121
5.6 Consensusanddisagreement124
5.7 Dysfunctionalbehaviour128
5.7.1 HAZOPleaderbehaviour129
5.7.2 Role-inducedbehaviours131
5.7.3 Dealingwithdysfunctionalbehaviour133
5.8 Crisis?Whatcrisis?135 References138
6.Focusoneffectiveness141
6.1 Whatdowemeanbyeffectiveness?141
6.2 Maintainingeffectiveness:avoidingorovercomingcommonproblems143
6.2.1 Maintainingattendance143
6.2.2 Maintainingenergy144
6.2.3 Managingtimepressure146
6.3 Stoppingthestudy150
6.4 Assessingeffectiveness151
6.4.1 Qualityassurance151
6.4.2 Effectivenessquestionnaire153
6.4.3 Howelsecouldweassesseffectiveness?153 References156
7.Developyourproduct159
7.1 Whatshouldgointhereport?160
7.2 Presentingthekeyfindings160
7.3 Analysingrecommendations163
7.4 Shouldopinionsrelatingtoqualitybeincluded?164
7.5 Buildingupthereport:before,duringandafter166
8.HowtobeabetterHAZOPleader169 Appendices173 Listofabbreviations241 Index 243 x Contents
Preface In2016IwasfortunatetobecommissionedbyMattStalkeratthe InstitutionofChemicalEngineerstoredesignandsubsequentlydeliver theInstitution’ s HAZOPLeadership&Management trainingcourse,which wasre-launchedsuccessfullyin2017.
OvermanyyearsasaHazardandOperability(HAZOP)leader,Ihad experiencedawiderangeofpracticesinrespectofhowthemethodology wasapplied,matchedbyawidevariationinleadershipstyles.Butmore recently,since2010,Ihadhadtheprivilegeofworkingwithinanumber oforganisationsthatweremakinggreateffortstoapplythemethodology toahighstandardandinsistingoncarefullyselectingtheirHAZOPleaders,notjustaccordingtotheirexperiencebutfortheirabilityasfacilitatorsandtheirpreparednesstoapplythehigheststandards.
Inmyresearchpriortoredesigningthecourse,Iconcludedthatthe practicesIhadexperiencedanddeployedwithintheseorganisations werefarmorerigorousandadvancedthanwhatIfoundintheliterature, andthiswasconfirmedbydiscussionswithotherlike-mindedHAZOP leaders.Thatwasthegenesisofthisbook.Iwantedtoimpartmyexperiencestothewidestpossibleaudienceandbringtheliteratureup-to-date withcurrentbestpractices,asfarasIunderstandit.
Duringtheredesignprocess,inOctober2016,theUSChemicalSafety Board(CSB)releaseditsfinalreport(https://www.csb.gov/williamsolefins-plant-explosion-and-fire-/ )intoa2013explosionatanolefins plantinGeismar,Louisianainwhich2mendiedand167otherswere injured.Amonganumberofprocesssafetymanagementfailureswasthe failureofthreePHA(HAZOP)studiesoveraperiodof12yearsto addressthehazardofanoff-linereboilerbeingheatedwhileisolatedfrom itsthermalreliefvalve(blockedin),whichincludedatleastonestudyin whichthehazardwasidentifiedbuttheHAZOPrecommendationto addressitwasnotwritteninawaythatwouldhavehelpedtoincrease thelikelihoodofitbeingactedupon.
Readingthereportonthisincidentgalvanisedmeinmyeffortsto highlighttheimportanceofapplyingtheHAZOPmethodologythoroughlyandtheresponsibilityoftheHAZOPleaderformakingsurethat happens.Thatiswhatthisbookisabout.
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Acknowledgements IwouldliketothankMattStalkerattheInstitutionofChemicalEngineers fortheopportunitytoredesignanddelivertheInstitution’sHAZOP Leadership&Managementtrainingcourse,whichwasthegenesisofthis book,andTraceyDonaldson,alsoattheInstitutionofChemicalEngineers, forencouragingmetoapproachElseviertopublishit.
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CHAPTER1 Introduction 1.1Reputationandreality SinceitsintroductionintheUKchemicalindustryinthelate1960sthe useofHazard&Operability(HAZOP)Studyhasexpandedacrossallsectorsoftheprocessindustriesandallpartsoftheworld,sothattodayitis thepre-eminenthazardidentificationtoolusedinprocesshazardsanalysis. Veryfewreputableorganisationswouldundertakethedevelopmentofa newprocessfacilitytodaywithoutundertakingaHAZOPstudyduring thedetaileddesignphaseoftheproject;manyorganisationshaveapplied HAZOPretrospectivelytotheirprocessesand,indeed,revalidateor repeatstudiesonaregularbasisthroughoutthelifeoftheirfacilities. Thetechniquehasestablishedanimpressivereputationasaneffective methodologyfortheidentificationofprocesshazards.Butwhatisthe reality?Howeffectiveisit?Theansweristhatwedon’treallyknow, becausetheeffectivenessofaHAZOP theextenttowhichitidentifies anddescribesallthehazards isdifficult,ifnotimpossible,tomeasure. Butwhatwedoknowisthatthereisevidencetosuggestthatwe mayhavebecomecomplacentabouthoweffectiveitis. Fig.1.1,inwhich theoverarchingtermprocesshazardsanalysisincludesHAZOP,is basedonananalysisofthecausesofthe100largesteverprocessindustry lossevents [1]
Itshowsthatinmorethanhalfofthelargestlosseventsintheshort historyoftheprocessindustriestherewereweaknessesinthemanagement systemsdesignedtoidentifyprocesshazards.Havingseensuchweaknesses atclosehandthroughoutmycareerinoperationsandprocesssafety, Iwouldsuggestthatthereisnoroomforcomplacency.
BecauseHAZOPisafacilitatedgroupexercisetoidentifyprocess hazardsinacreativeway,itisself-evidentthattheeffectivenessofthe applicationofthemethodologyisheavilydependentonthefacilitatorof thestudy:you,theHAZOPleader.
ThisbookisdesignedspecificallytohelpHAZOPleadersplanand executesuccessfulHAZOPstudies,basedonmanyyearsofexperienceof 1
participatingin,observingandfacilitatingHAZOPstudies,aswellas observing,training,mentoringandassessingHAZOPleaders.
ThebookassumesthatthereaderhasanunderstandingofthemethodologyandhasexperiencedHAZOPmeetings;itdoesnotseekto explainthemethodologyitself,whichisstraightforwardandexplainedin the(relativelysmall)HAZOPliterature [2 4].Rather,itfocusesonthe applicationofthemethodologyandtheresponsibilitiesandskillsofthe HAZOPleaderinthepreparation,executionandreportingofthestudy. AlthoughtheprincipalsubjectisHAZOP,muchofthecontentequally appliestootherfacilitatedhazardidentificationtechniquessuchasHazard Identification(HAZID)orFailureModesEffectsandCriticalityAnalysis (FMECA).
1.2Whythisbook?
Imagineit’sthemorningofthefirstmeetingofanewHAZOPthatyou aretolead.Youhavearrivedonthesitethatbelongstoanorganisation withwhichyouarenotfamiliarand,althoughyouhavehadseveraldiscussionswiththesponsorofthestudy,youhavenotbeenabletomeet anyofyourteammembersinadvance.Youarenervousasusual,but excited.Youknowyouhavepreparedaswellasyoucouldandyouare lookingforwardtothechallengeofleadingandmotivatinganewteam
Figure1.1 Processhazardsanalysisfailurefeaturedin59%ofmajorlossevents [1].
andguidingthemthrough,whatyouhope,willbeathoroughandeffectivestudy.Youarehappywiththemeetingroomandyouhavechecked outtheprojector.Thishascalmedthenervesabit,butyouknowhow importanttheteamistothesuccessofthestudy,soyouarehopingthat they’llarriveenthusiasticandwell-prepared.Youwanttomakeagood impressionrightfromthestart.
Tenminutesbeforetheagreedstartingtimeforthemeeting,thefirst teammemberarrives.Yourreliefispalpable;maybewe’llmakeanefficient,on-timestart!Asyouapproachthenewlyarrivedteammember youwatchherdisinterestedlysitdownandtakeoutherphone.You approachand,withashortcoughtogetherattention,introduceyourself asenergeticallyaspossibleastheHAZOPleader.Shesmilespolitelyand greetsyouwithhername,butthenherattentionstartstomoveback towardsherphone.Totryandpreventthisyoustartaconversation.
‘HaveyoudonemuchHAZOPworkbefore’?
‘Yeah,wehavetodothemforalltheprojectswedo,soI’vehadtocometo meetingsfromtimetotime’
‘Howhaveyoufoundtheexperience’?
‘Prettyboringreally,butIsupposeit’snecessary.Howlongisthisonemeantto take?I’vegotsomeimportantworkgoingonrightnowananotherproject’
‘I’veestimatedthatweshouldbeabletodoitinabout10daysofmeetings’ .
‘Oh,really?(slightsighofdisappointment) 10days,asmuchasthat’?
‘Yes,weneedtomakesurewedoasgoodajobaspossible’
‘Yousoundlikeyouenjoyit.Youdoalotofthisthen’?
‘Yes,IspendabouthalfofmytimeonHAZOPfacilitation.Idoenjoyit’
‘Wow,Idon’tknowhowyoucandoit... ’
Herewegoagain itlookslikethisstudyisgoingtobeanotherchallengeintermsofmotivatingtheteamtoachieveaneffectiveoutcome. It’sachallengethatHAZOPleadersfaceonaregularbasis.
Overmanyyears’ experienceinawidevarietyoforganisationsIknow thatHAZOPleadershaveexperiencedthistypeofreactiononmany occasions.Itconcernsmebecauseitsuggestsalotofpeopleconsider HAZOPtobeboring:anecessaryevilthatwehavetoundergofrom timetotimetomeettherequirementsoftheprocesssafetymanagement systemorgettothenextstageoftheproject.Worse,itcouldbeindicativeoflackofvalueforthetechnique.Itisexemplifiedbythesaying widelyattributedtothelateprocesssafetyguruTrevorKletz [5]: ‘Noone
jumpsoutofbedonaMondaymorningshouting “Hooray,I’vegota HAZOPtoday!”’.GiventhatHAZOPisintendedtobeaninclusiveand creativeprocesstounderstand indepth howtheprocessworksand, ofcourse,howwecanlosecontrolleadingtohazardousorunproductive situations,thissortofviewunderminesthereputationofHAZOPand thethreatenstheeffectivenessofthemethodology;overcomingitpresents anenormouschallengetoHAZOPleaders,whodojumpoutofbedregularlyonaMondaymorning,perhapsnotshoutingbutatleastthinking, ‘HAZOPtoday,I’mupforit!’
Sotheprimepurposeofthisbookistoprovideguidancespecific toHAZOPleaderstohelpyoutomaximisetheeffectivenessofyour HAZOPstudies,getthemostbenefitfromthemethodology,promote consistencyandrigourinitsapplication,sustainitswell-earnedreputation and,hopefully,enhanceyourown,ofcourse.
TherearethreeotherreasonswhyIthinkthisbookisnecessary:first, topreservetheintegrityofthemethodologybyresistingtheincreasing pressuretocutdownonstudytime;second,topromotetheapplication ofcurrentbestpractice whichintheviewofmanypractitionersand organisationshasmovedaheadofthatdescribedintheHAZOPliterature [2 4];third,toincreasetheemphasisoffacilitationskillsasacorecompetenceforHAZOPleaders.Letmeexplaineachoftheseinturn.
First,theintegrityofthemethodology.WhenIfirstexperienced HAZOPinthe1980s,inthepre computereraofcourse,meetingswere recordedentirelybyhand,usuallyinpencilonA3sheetsofpaper.Not onlywasthisslowandlaborious,butteammemberswerenotabletosee howthediscussionswerebeingrecorded.Someetingsweremostlyheld onmorningsonly,toenabletheafternoontobespentbytheleaderand recordereditingandtypinguptherecordsheets.Thesewouldthenbe copiedandreviewedbytheteamatthebeginningofthenextmorning’ s session.Notveryefficient,butthenwedidn’thaveanalternative.Andit neverseemedtobeaproblem;therealwaysseemedtobeenoughtimeto progressthroughthestudyatameasuredpacewithoutdelayingtheprojectschedulesordisruptingteammembers,theprojectmanageror sitemanagement.Overtheyearswe’veovercometheissueofrecording onpaper,andit’shardtoimagineaHAZOPstudybeingdonetoday withoutitbeingrecordedusingsoftwareandprojected ‘live’ totheteam. However,duringthistimeotherpressureshavebeenmounting,chiefly therelentlessdriveforlowercostsandimprovedefficiencyacrosstheprocessindustries.Sotoday,inmyexperience,itisveryrarethataHAZOP
isundertakenwithouttimeandresourceconstraints,whichareaneverpresentthreattotherigourandeffectivenessofthestudy.Thefocusof mucheffortinalotoforganisationshasbeenonexecutingstudies fasterandmoreefficiently,andtermssuchas ‘CoarseHAZOP’,and ‘PreliminaryHAZOP’ [6] arenowregularlyusedtodescribewhatare,in alotofcases,superficialstudiescarriedoutonincompletedesigns.The emphasisseemstometobemoreonefficiencythanthoroughnessor effectiveness;inmyviewtheprevalenceofthistypeofexercisethreatens tounderminethepowerofthemethodologyanddevaluestheterm HAZOP;ifthetermHAZOPhastobeusedtodescribethem,thenperhapstheyshouldjustbecalled ‘badHAZOP’.Thisbookaimstopreserve theintegrityofthetraditionalmethodologybyunashamedlyfocusingon itseffectiveness.
Second,thepromotionofbestpractice.Inrecentyears,aspartofthe drivetoimproveprocesssafetymanagement,anumberoforganisations havesignificantlyincreasedtheirfocusonHAZOP,inparticulartherigourwithwhichthemethodologyisapplied.Examplesofthisarein requirementsformorecomprehensiveprocesssafetyinformationtosupportthestudy,evidenceofthecompetenceoftheHAZOPleaderand team,thestyleanddetailedrecordingofscenariosandthestructuringof recommendationsforfurtherriskreduction.Inmyview,thishastaken theapplicationofthemethodologybeyondthatdescribedinthecurrent literature(atleastthemostcommonlyusedtexts [2 4]).Thisbookaims tosharesomeofthesedevelopmentsinpracticeand hopefully prompttheHAZOPcommunitytodevelopandsharefurtherimprovementsinfuture.
Andfinally,aHAZOPleaderismuchmorethanjustthechairofa meeting;theHAZOPleaderisaprojectmanagerandafacilitator. AlthoughsomeorganisationsbringinHAZOPleaderswiththesole taskofchairingthemeetings(notaroleIhaveenjoyed,personally),in myexperiencethisisnotthebestwaytoachieveaneffectivestudy.Far betterthattheHAZOPleaderisinvolvedfromtheconceptionofthe study(theidentificationoftheneedforit)rightthroughtothedelivery oftheHAZOPreportandeven althoughthisismuchlessprevalent thesedayswiththefrequentuseofcontractedHAZOPleaders tothe completionoftherecommendationsarisingfromthestudy.Inthisway, theroleoftheHAZOPleaderismuchlikeaprojectmanager,steering thestudyfromconceptionthroughapreparationphase,anexecution phase(theHAZOPmeetings)andthenareportingphase.Andeven
withintheexecutionphase,theHAZOPleaderismuchmorethana meeting ‘chair’,becausethistermimpliesthattheleaderissimplyguiding themeetingparticipantsthroughanagenda.Ofcourse,HAZOPisn’tlike that.It’sabouttheapplicationofastructuredmethodology,butinan imaginativeandcreativeway,andsotheHAZOPleaderinthisroleisa facilitator;someonewhonotonlyunderstandshowtoapplythemethodologybutcaninspireandmotivateateamtoworkcreativelytoachieve aneffectivestudythatisnottediousorboring.Nomeanfeat!
ThisbookwilltakeyouonajourneythroughtheHAZOPprocess.It startswiththeunderstandingoftheenormouschallengethatweare takingonasHAZOPleadersin Chapter2.Then,ifthatdoesn’tputyou off,itmovesontotheplanningofthestudyin Chapter3.Executionof thestudyiscoveredintwoparts:thetechnicalapplicationofthemethodologyin Chapter4 followedbytheroleoftheHAZOPleaderasa facilitatorin Chapter5.In Chapter6 wediscusstheeffectivenessofthe techniqueandhowwemightbeabletoassessitandimproveit. Chapter7 completestheprocessintheformofthedevelopmentofthe finalreport.Thebookconcludeswithasummaryofwaysinwhichyou canimproveyourperformanceasaHAZOPleader.
References [1]R.Jarvis,A.Goddard,AnAnalysisofCommonCausesofMajorLossesinthe OnshoreOil,GasandPetrochemicalIndustries,LossPreventionBulletin255, InstitutionofChemicalEngineers,2017.
[2] F.Crawley,B.Tyler,HAZOPGuidetoBestPractice,thirded.,Elsevier,2015.
[3] F.Crawley,B.Tyler,HazardIdentificationMethods,EuropeanProcessSafety Centre,2003.
[4] T.Kletz,HAZOPandHAZAN,fourthed.,InstitutionofChemicalEngineers, Rugby,1999.
[5] P.Coutts,TheChemicalEngineerIssue920,InstitutionofChemicalEngineers, 2018,p.58.
[6]R.Wittkower,B.Singh,A.Botto,M.Hull,P.Jukes,21stInternationalOffshoreand PolarEngineeringConference,Maui,Hawaii,USA,2011.
CHAPTER2 Morethanjustachair! Aftermorethan50yearsofHazard&Operability(HAZOP)practice someorganisationsarestillusingtheterm ‘HAZOPchair’.Isupposewe canbethankfulthatthey’vestoppedusingthisoutmodedterminitsgenderedformat,butwhenIseearequestoradvertisementforaHAZOP chairthealarmbellsstartringingbecausethereismuch,muchmoreto bebeingaHAZOPleaderthanchairingthemeetings.Indeed,theroleof theHAZOPleaderinthemeetings aswe ’llexploreinthischapter is muchmorethanjustchairingthem!
Sotheuseoftheterm ‘chair’ mayindicatethattheorganisationdoes notfullyappreciatetheroleoftheHAZOPleaderintheHAZOPmeetings.However,itmaybeevenworsethanthat:itmayindicatethat theorganisationdoesnotfullyappreciatetheimportantroleofthe HAZOPleaderthroughouttheprocessofconceiving,planning,executingandreportingthestudy.ThisinvolvementoftheHAZOPleader throughoutthelifecycleofthestudyisamajorthemeofthisbookand oneofthecriticalsuccessfactorsforachievingasuccessfuloutcomefrom thestudy.SoifyouseeanadvertisementforaHAZOPchair,don’tjump inwithoutfirsthavingaseriousdiscussionofyourprojectmanager’ sor client’sexpectations.
BeforeweexaminetheprocessandtheroleoftheHAZOPleaderin moredetail,let’stakealookattheresponsibilitiesofaHAZOPleader. Becauseunderstandingtheseresponsibilitiesleadsdirectlytotheimportanceoftheleaderbeinginvolvedateverystageinthelifeofthestudy.
2.1TheHAZOPleader’sresponsibilities AsaHAZOPleader,whatareyouresponsiblefor?Themostobvious answeristogetthestudydone:todeliverthestudyontimeandinfull tomakesurethatthefullscopeofthestudyiscompletedintheagreed time.Wecouldadd ‘attheagreedcost’ inrelationtousingnomorethan theagreedlevelofresources.Gettingbehindscheduleandhavingtohold moremeetingsthanoriginallyplannedinordertomeetthedeadlinecarriessomeformofcost:financialifitinvolvesadditionalcontractortime, 7
TheHAZOPLeader’sHandbook DOI: https://doi.org/10.1016/B978-0-323-91726-1.00001-2
©2022ElsevierInc. Allrightsreserved.
forexample,oropportunitycostifitdivertsstaffawayfromtheirnormal responsibilities.Theexperienceofknockingontheprojectmanager’ sor client’sdoorandhavingtobegformoreofhisorherpeoples’ timeisnot oftenagoodone.That’sthefirsthintthatit’susefulfortheHAZOP leadertobeinvolvedintheplanningprocess:evenifyouyourselfdidn’t estimatetheamountoftimerequiredforthestudy,itstillreflectsbadly onyouwhenyouhavetoaskformoreresourceortime.
So,deliveryisourprimaryobjective.Butisthatall?Whataboutthe qualityofthestudy?We’lltalkalotmorein Chapter6 abouthowwe can(orcannot)measuretheeffectivenessorqualityofaHAZOPstudy, butasaHAZOPleaderyoushouldbeconcernedaboutthedepthand thoroughnessofyourteam’swork:theextenttowhichyouidentified, describedandanalysedtheprocesshazards.Notonlythatyoucoveredthe fullscope,butthatyoucoveredallpartsofittoanappropriatedegreeof thoroughness.Whenyousubmitthefinalreport,youwanttohavethe confidencetosaythattheteamdidthebestjobitcouldhavedone.You don’twanttohavenaggingdoubtsthatyoumighthaveskimpedpartsof thestudy theutilitiesorproductstorageareasforexample because youwererunningoutoftime.
Whenwethinkaboutdeliveryandquality thoroughnessoreffectiveness togetheritquicklybecomesobviousthattheyareintimately related:reducethethoroughness,increasethespeed.Balancingpaceand thoroughnessisaconstantconcernfortheHAZOPleader.Ifthepace feelsslow,arewegoingintotoomuchdetail?Ifthepacefeelsfast,are wechallengingthedesignstronglyenough?Andofcourseyou’ reperformingthismentalbalancingactatthesametimeasyouarefacilitating... andthinkingaboutwhat’scomingnext...andthinkingabout howtheteamareperformingandfeeling.Soit’softenasourceofstress, whichmightleadtothetemptationtosacrificethoroughnessforspeedas thedeadlineapproaches!
We’llcomebacktotheteaminamoment.Butfirst,whenwetalk aboutqualityoreffectivenesswealsohavetothinkabouttheapplication ofthemethodology.Therearetwoaspectstothis.Thefirstiscompliance withtherequirementsoftheorganisation’sspecificHAZOPmethodology ifithasone,asmanylargerorganisationsdo.AsHAZOPleadersweneed tomakesurethatwemeettheorganisation’sstandards,whichmight includethecompositionoftheteam,thewaynodesareconstructed,the setofdeviationsthatareappliedandthewaytheworksheetsarefilledout (e.g.thewayequipmentorsafeguardsaredescribed).Itmaycovermore
technicalaspectssuchastheextenttowhichnon-returnvalvesorpressure reliefdevicesareacceptableassafeguards,orhowtheorganisation’srisk matrixisdeployedtoassessscenarios.ForcontractedHAZOPleadersin clientorganisationsthiscanposeaheadachewhenyouarefacilitatinga studyinonecompanyoneweekandanotherthenext.Onceagainit pointstowardstheimportanceofbeinginvolvedinthepreparationphase, duringwhichyouwillneedtimetounderstandthespecificrequirements ofthemethodology.Oftentheclientwillhaveanauditchecklistagainst whichitwillexaminethereport,andthiswillgiveyouvaluableinformationinrelationtotheclient’sexpectations.
Thesecondaspectoftheapplicationofthemethodologyisthewider professionalone.Regardlessofanorganisation’sspecificrequirements,as professionalengineerswehaveadutytoapplytheHAZOPtechnique thoroughly,notonlytoprovidetheorganisationwithahigh-quality studybuttoupholdthereputationoftheHAZOPtechniqueitself.We couldgrandlycallthisupholdingourprofessional(andevenpersonal!) integrity.Thisissuecanoftenarisewhenyougointoanorganisationto leadaHAZOPforthefirsttime.YoumightreviewapreviousHAZOP reportforthefacilityinquestionandfinditsuperficial,eitherintermsof thewayithasbeendocumentedorthethoroughnesswithwhichthe studywasconducted,orboth!Or,intheearlymeetingsyoumightfind membersoftheteamhappytoacceptthevalidityofapressurereliefvalve asasafeguardwithoutcheckingthatthedevicehasadequatecapacity forthescenarioinquestion,orhappytodocumentthepresenceofa non-returnvalvethatdoesn’tappearonthepipingandinstrumentation diagram(P&ID).Or,inoneexperienceIhadwhenIagreedtoattendsite forthestudybelievingthatpreparationshadbeenmade,happytoembark onaHAZOPstudywithoutanyP&IDs!Thisisyetanotherpointer towardshavinginvolvementfromasearlyastageaspossibleinthepreparation,andpreferablyeventheconception,ofthestudy.
Andfinally,HAZOPleader,yourteam.Yes,it’syourteamand nobodyelse’s.Sowhatisthenatureofthisresponsibility?Obviously,you wanttogetthebestpossibleperformanceoutoftheteamastheprimary meansofachievingasuccessfulstudy;that’sthemaingoalofyourroleas afacilitator.Butistheremore?I’vealreadymentionedthatweoftenhear thatHAZOPhasareputationforbeingboring;notforusasleadersof coursebecausewearehighlymotivatedintheartoffacilitationandspend everyminuteofthestudycompletelyabsorbedinit,butforthemembers oftheteam.Theexperienceofeachoftheindividualteammembersis
Figure2.1 SummarisingtheresponsibilitiesoftheHAZOPleader.
thethingthatwilldeterminetheirenthusiasmforparticipatinginfuturestudiesandtheirviewofHAZOPasusefulorineffective:anecessaryevilora valuableuseoftime;fascinatingorboring.SoIthinkwehavearesponsibilitytoourteammemberstomaketheirexperienceaspositiveaspossible. Thiswillnotonlyleadtobetterstudiesbutwillmaintain andhopefully enhance thereputationofthetechnique.Andagain,theearlierweare involvedintheplanningprocess,themoreopportunitywemighthaveto gettoknowtheteammembersbeforehand(evenhelptoselectthem)and tostartsecuringtheircommitment,earningtheirtrustandbuildingtheteam.
Fig.2.1 summarisestheresponsibilitiesoftheHAZOPleaderdiscussed above.
Whilefacilitatingthestudyyou’llbeconstantlythinkingofthesefive responsibilitiesandhowthestudyisgoinginrelationtoeachofthem.This isonereasonwhyyou’llendupexhaustedattheendofmostHAZOPdays!
2.2Areyoureadyforthechallenges? Nowthatwe’reclearabouttheawesomeresponsibilitiesyouhaveasa HAZOPleader,let’sdiscusssomeofthechallengesthatyou’llface. Box2.1 presentsthedefinitionoftheHAZOPtechnique,takenfromthe internationalstandardforHAZOPIEC61882 [1]:
Beforeweintroducesomerealityintothisdefinition,oneomissionis worthmentioning;thereisnomentionoffacilitation.HAZOPiscarried
Box2.1AdefinitionofHAZOP. AHAZOPstudyisadetailedhazardandoperabilityproblemidentificationprocess,carriedoutbyateam.HAZOPdealswiththeidentificationofpotential deviationsfromthedesignintent,examinationoftheirpossiblecausesand assessmentoftheirconsequences.
From [1]
Box2.2AmorerealisticdefinitionofHAZOP.
AHAZOPstudyisadetailedhazardandoperabilityproblemidentificationprocess,carriedout withindifficulttimeandresourceconstraints,onadesign thatmaynotbefixedandwithincompleteinformation,byateam, membersofwhichmayhavenevermetoneanotherandhavedifferent degreesofownershipandinterestintheprocess,ledbyafacilitatorwho mayhavelittlefacilitationexperience,andforacustomerwhoseexpectationsmaynotbeclear.
HAZOPdealswiththeidentificationofpotentialdeviationsfromthe designintent,examinationoftheirpossiblecausesandassessmentoftheir consequences, inacreativebrainstormingprocess,theeffectivenessof whichdependsonthemannerinwhichthetechniqueisapplied,but whichcannotbemeasuredinanyscientificway
outbyateamfacilitatedbyanexperiencedleader.Withoutthis,thedefinitionreadslikeastraightforwardtechnicalmethodology,wheninfact theeffectivenessofthemethodologyisdeterminedbytheeffectivenessof theteam.Youmightsayitcouldbeimpliedintheabovedefinition,but Ithinktheabsenceoftheword ‘facilitate’ iscertainlyworthhighlighting.
Nowforsomerealityfrommyownexperiencestoillustratesomeof thechallengeswewillface.In Box2.2 IhaveadjustedtheIECdefinition byaddingthewordsinboldtext,includingemphasisonfacilitation,and possiblyjustalittleexaggeration.
Let’sdiscussinturneachofthesixchallengesI’veaddedtothedefinition.
2.2.1Timeandresourceconstraints Weallappreciatethatintoday’sdynamicbusinessworldalmosteverythingwedoissubjecttotimeandresourceconstraintsandHAZOP,asa
