Assessment of HSEE Management System and Resilience Engineering of Cement Industry

This study evaluates and analyzes the impacts of resilience engineering (RE) principles on integrated health, safety, environment, and ergonomics (HSEE) management system. In decision sciences, information should be reliable due to uncertainty and vagueness existing in information. To this end, in this study, the concept of Z‐numbers with fuzzy cognitive map (FCM) approach is integrated and a novel approach named Z‐number cognitive map is proposed. The main advantages of the proposed approach are determination of the weighted causality relations (for employing FCM) as well as handling uncertainty (for considering Z‐numbers concept). This approach is used to show the effects of RE indicators on HSEE management system. The required data for the proposed approach is collected from a large petrochemical plant by distributing questionnaires. According to the results, the RE principles have significant impact on HSEE management system. Top management commitment, learning, preparedness and awareness have the most impacts on environment, health, ergonomics and safety factors, respectively. This is the first study that employs Z‐number cognitive map for evaluating and improving the impacts of RE on HSEE factors in a large petrochemical plant. The proposed approach in this study, can help managers of various safety‐critical systems to improve their performance in terms of HSEE factors using RE concept.

Towards understanding work-as-done in air traffic management safety assessment and design

An intelligent framework for performance optimisation of integrated management system and resilience engineering in pharmaceutical plants

This paper discusses the strategies for integrating Quality, Environmental, Safety and Health Management Systems based on survey and case studies results. Questionnaires were distributed to 87 companies that certified with both ISO9001 and ISO14001. Meanwhile, three case studies were conducted at the manufacturing companies that have integrated several management systems. There are two ways of integrating the management systems which are: (1) consecutive implementation of management systems followed by integration or (2) integrate the management systems simultaneously from the beginning. Based on survey and case studies, it was found that many organisations started with implementing individual management system first, and then followed by integrating the management systems. Almost all the survey respondents agreed that the sequence should start with establishing Quality Management System first, and then integrate with Environmental Management System and followed by Occupational Health and Safety Management System.

This paper describes the Health, Safety and Environment (HSE) management systems and associated performance enhancing and monitoring tools adopted by one of the world's largest Liquefied Natural Gas (LNG) producers, RasGas Company Limited (RasGas), based in Qatar. The company's operations integrity management system, RasGas Elements of Excellence (RGEE), integrates the various HSE management systems within a single logical framework. This paper provides the following: An introduction to RasGas facilities and operations, and a discussion of how the increase in sophistication of the company's HSE systems has had to match its rapid growth;General overview of RGEE features, and its development and implementation at RasGas;RGEE performance monitoring tools and procedures and how the integration of discipline-specific management systems has further cemented their efficacy;Challenges of safe simultaneous operation of some of the world's largest gas processing trains with adjacent construction of new larger facilities requiring in excess of 35,000 contractors at times. Finally, this paper will review two global benchmarking surveys to demonstrable evidence of industry-leading success in reducing incidents in the HSE and security fields. The use of an integrated set of leading and lagging indicators and their relationship to driving performance is also discussed. RasGas’ sustainable performance in those benchmarking surveys confirms its success in integrating separate Health, Safety and Environmental management systems under RGEE, as well as adopting sophisticated tools within each Health, Safety or Environmental management system.

This article focuses on the rather new concept of Resilience Engineering (RE). Resilience has emerged as a special concept within the vast area of civil security research. Resilience Engineering can provide society and its critical infrastructure with means, methods and technologies to overcome unexampled events with as less harm as possible and to come out even stronger and better prepared afterwards. Civil security research has tended to focus on specific threats. The concept of resilience, by contrast, is inherently holistic. After all, it is about securing the well-being of people. We try to establish RE as a way of thinking that enables us to handle all kinds of adverse events properly. To answer the question about the understanding what RE really is, this article gives an overview of some of the most important developments and definitions concerning resilience. In contrast to the most common focus on human factors in areas like aviation safety, air traffic management (ATM), maritime safety and patient safety we rather suggest to deliberately limit the scope of Resilience Engineering. This limitation—which is necessarily vague due to the nature of resilience as a concept—allows us to distinguish between several ways to enhance the resilience of complex systems. For RE, there needs to be a clear focus on engineering. Resilience Engineering means preserving critical functionality, ensuring graceful degradation and enabling fast recovery of complex systems with the help of engineered generic capabilities as well as customized technological solutions when the systems witness problems, unexpected disruptions or unexampled events. Finally, the important aspect of a quantitative description of resilience via mathematical modelling of complex systems is introduced. The aim is to produce multimodal simulations that use an integrated approach to model technological and social systems and the complex interactions between them.

Occupational Health and Safety (K3) is aimed as an effort to create a workplace that is safe, healthy, free from environmental pollution, so that it can reduce and or be free from work accidents and occupational diseases and can have an impact on increasing work efficiency and productivity. The need for implementation and Monitoring of the Occupational Health and Safety Management System at PT. Mujur Lestari must have a good corporate culture and be able to contribute to SMK3. For that PT. Mujur Lestari makes implementation and Monitoring to minimize the risk of work accidents for employees. The sample used in this study were employees of PT. Mujur Lestari, totaling 81 people. The data collection method used a questionnaire while the analytical method used was multivariate analysis. The results showed that there was an influence between knowledge on the Occupational Health and Safety Management System (SMK3) at PT. Mujur Lestari with a tcount greater than ttable, the effect of applying the Occupational Health and Safety Management System (SMK3) with a tcount greater than ttable, the effect of Monitoring on the Occupational Health and Safety Management System (SMK3) with a greater tcount from ttable and there is no relationship between the implementation and Monitoring of the Occupational Safety and Health Management System (SMK3). The conclusion shows that the knowledge variable has a positive and significant effect on the Occupational Safety and Health Management System (SMK3), the application variable has a positive and significant impact on the Occupational Safety and Health Management System (SMK3) and the Monitoring variable has a positive and significant effect on the Occupational Safety and Health Management System. (SMK3). Keywords: Occupational Health and Safety (K3), Occupational Health and Safety Management System (SMK3).

Commonalities, differences, and confusion between the top level Systems Engineering, Systems Engineering Manager, and the Project/Program Manager views are explored based on the International Council on Systems Engineering (INCOSE) and Project Management Institute (PMI) process basis for Systems Engineering and Project Management certifications with an undercurrent of four initial factors that are observed to cause conflicts and confusion between the disciplines in the real world. The certification sources, the INCOSE Systems Engineering Handbook (SEHBK) which is aligned with ISO/IEC 15288, and the PMI Body of Knowledge (PMBoK), are the certification sources that guide Systems Engineers and Project Managers in their quest for credentials and on‐the‐job influence. These intersects are expected to work in concert, yet in real life, the interaction often results in mismatched expectations and confusion as to who has the responsibility for each process/knowledge area, in part due to mismatched certification bases. Recommendations are provided for initial alignment of the disciplines.

Implementation of quality, safety, occupational health and environment management system were done partially in Indonesia. In this research, I would like to present integrated management system. Integrated management system mentioned in this paper is integration between quality management system, environment management system, health and safety management system in organization of construction company. Most of the research done in manufacturing sector not discuss about the implementation of integrated management system in realizing improving organization performance, especially in improving organization performance sustainability in construction company. For improving organization performance, it need to consider knowledge management and information system in integrated management system. Hopefully, it can be one of the key successes to improve organization performance especially in construction company. Information system is recognized to be one of the most important supported to implementation of integration management system. This research will produce integrated management system concept model to increase organization performance using information system: agent based modelling.

Naval leaders are increasingly demanding resilient maritime systems capable of effectively anticipating, responding to, recovering from, and adapting to a given environmental disruption. For engineers designing these systems, real‐world data, information, and knowledge must be leveraged to operationalize the concept of resilience, particularly during the verification process of the system life cycle. However, such data are commonly unstructured, poorly organized, and lacking in context. Resilience‐defining data may not even exist, necessitating a methodological approach to ensure that relevant data are actually collected during system operation. This paper presents a feasible conceptual data model to improve the process of characterizing a given system's resilient performance. The authors consider the prevailing literature from the systems engineering, resilience engineering, and data management communities, and a scenario involving a hurricane‐impacted ocean monitoring system is presented as a case study of the conceptual data model's utility. Ultimately, by using a resilience‐centric data modeling approach, systems engineers can better derive prescribed resilience measures and metrics for a given system or system‐of‐systems.

Purpose – The purpose of this paper is to propose a generic model of Integrated Management System of Quality, Environment and Safety (IMS-QES) that can be adapted and progressively to assimilate various Management Systems, of which highlights: ISO 9001 for Quality; ISO 14001 for Environment; OHSAS 18001 for Occupational Health and Safety. Design/methodology/approach – The model was designed in the real environment of a Portuguese Organization and 160 employees were surveyed. The rate response was equal to 86 percent. The conceived model was implemented in a first phase for the integration of Quality, Environment and Safety Management Systems. Findings – Among the main findings of the survey the paper highlights: the elimination of conflicts between individual systems with resources optimization; creation of added value to the business by eliminating several types of wastes; the integrated management of sustainability components in a global market; the improvement of partnerships with suppliers of goods and services; reducing the number of internal and external audits. Originality/value – This case study is one of the first Portuguese empirical researches about IMS-QES and the paper believes that it can be useful in the creation of a Portuguese guideline for integration, namely the Quality Management Systems; Environmental Management Systems and Occupational Health and Safety Management Systems among others.

The implementation of an integrated Environment, Quality, Health and Safety Management Systems (EQHS) in an organisation is a rational and efficient manner of increasing performance and optimising resources in the management of these functions. In Brazil, the subject is new and has aroused controversy, and only a few enterprises are adopting integrated management systems. In this paper are presented some examples of integrated EQHS management systems that are being implemented in the Exploration and Production (E&P), Transportation, Refining and Distribution sectors of the operational units of Petrobras, the State-Owned Brazilian Oil Company. Corporate actions about the integration of EQHS management systems being adopted by the Company, including policies, guidelines, manuals and audits, are discussed. In our Company, the certification process will for the time being continue independent, with separate certifications, until ISO adopts a single integrated management system standard that is well accepted world-wide. Finally, our intention in this paper is to encourage the use of integrated environment, quality, health and safety management systems by companies inside and outside the oil business.

Unexpected failures of physical assets are a primary operational risk to asset-intensive organisations. Managing these unexpected failures is essential for reliable performance. The main railway operator in the Netherlands expects more unexpected failures as a result of the introduction of new rolling stock in an already highly utilised railway system. One of the challenges of maintenance management is to determine if the current corrective maintenance system has the capabilities to cope with an increase of unexpected defects of rolling stock in the upcoming years or that further improvements are required. In the last decade, Resilience Engineering has emerged as a new paradigm in a number of high-risk sectors to detect and respond to unexpected events effectively. Attempts to apply this concept outside these sectors have so far been limited. The main purpose of this study is to explore the applicability of Resilience Engineering in the field of rolling stock maintenance by assessing the potential for resilient performance using an in-depth case study. A comparison between the characteristics of corrective maintenance and emergency healthcare showed that the studied contexts are highly comparable which suggests that the concept of Resilience Engineering may also apply to corrective maintenance of rolling stock. This study contributes to theory by replicating and adapting Resilience Engineering for corrective maintenance of rolling stock and provides maintenance practitioners guidance on how to measure current resilience and identify improvement areas.

Background: Resilience engineering (RE) is a new approach to upgrade safety management systems. Due to its novelty in the field of safety, RE seems to be promising in providing good indicators to assess priorities in organizational strengths/weaknesses while planning to promote safety within organizations. Several methods have been recently developed to evaluate REperformance. The current study is an attempt to quantify and determine the priorities of REdimensions in a steel industry using analytic network process (ANP). Methods: In this cross-sectional study, 489 male workers of a steel industry participated. For this purpose, the RE questionnaire was distributed among workers and, then, super decisions software (version 3.2) was used to analyze the data. Results: The results indicated that there was a sufficient level of RE in the organization where top management commitment with normalized weight 0.1781 and awareness-opacity with normalized weight 0.1483 were ranked as the first and last priorities of the organization, respectively. Conclusion: The results of this study showed that the top management system, with the adoption of safety policies, has been able to improve the performance of RE in the organization. Managers should consider appropriate measures to improve the RE situation.

Successful health, safety and environmental (HSE) management is critical to the oil and gas Industry as no one can put a price tag on human life. HSE performance and business success are interdependent to achieve organizational goals. Saudi Aramco has created a corporate HSE management system for its organizations to address its own unique operating needs. Saudi Aramco also requested each organization to create its own HSE management systems based on the corporate HSE management system. The Southern Area Production Engineering Department (SAPED) at Saudi Aramco has developed a production engineering and operation HSE safety management system that addresses several safety items, such as risk assessment, operating standards, asset integrity, incident reporting, and emergency handling in 11 key elements. These elements are intended to provide clarity to SAPED personnel on the safety requirements and their roles and responsibilities. The appearance of this management system is seen as a milestone event and the vision is perceived as the objective. The move to management systems in operational fields recognizes the need for accountability, measurement, hazard management, feedback and priority of resource allocation. The management system deals with valuable human resources and assets including employees, wells, facilities, equipment and vehicles. For effective communication of these processes, SAPED assigned an HSE advisor for each organization and an HSE coordinator for each division to ensure full HSE compliance and implementation to enhance the overall organization HSE performance. SAPED has established systematic Key Performance Indicators (KPIs) to ensure meeting specific, measurable, applicable, realistic and time-bounded (SMART) objectives. This initiative has provided positive results, which include improved awareness of the SAPED HSE management system's expectations, improved understanding of SAPED HSE requirements, improved cooperation towards achieving the HSE goals and targets, and lowered accidents and incidents, which ultimately resulted in enhanced HSE performance. This paper outlines the processes, methodology and leading indicators analysis being used by SAPED for enhancing its HSE and KPIs performance through an effective HSE management system.