Agent Destruction Pilot Plant should adopt the metrics listed below and develop process-specific leading and lagging metrics. The ACWA program should also consider a metric associated with emergency planning and response as well as published lists of process safety metrics and should adopt those that appear to be of value to these sites.
Count of process safety near-miss events.
Training records such as validation of job cycle checks and completion of training, including refresher training.
Statistics on whether a procedure was used and, if it was, was the procedure the correct one?
Validation that procedures are current and accurate.
Statistics on the closure of action items.
Percent of inspections of safety-critical equipment completed on time.
Percent of sampled management of change instances that met all requirements and quality standards.
Finding 4-4. The United Kingdom Health and Safety Executive’s Health and Safety Guidance 254 (UK HSE HSG 254) provides a methodology to develop process-specific leading and lagging metrics.
Recommendation 4-4. Given that the two facilities are pilot facilities and make extensive use of first-of-a-kind equipment, the Pueblo Chemical Agent Destruction Pilot Plant and the Blue Grass Chemical Agent Destruction Pilot Plant should review their hazard assessment documents to identify and consider implementing leading or lagging metrics specific to each piece of equipment or area of the plant. These efforts should follow the approach outlined in the United Kingdom’s Health and Safety Executive Health and Safety Guidance 254 (UK HSE HSG 254), Developing Process Safety Indicators: A Step-by-Step Guide for Chemical and Major Hazard Industries.
Finding 4-5. A formalized mechanism for a periodic review of process safety metrics by management is an established best practice in industry to verify that management is involved and can drive continuous improvement.
Recommendation 4-5. The Program Manager for Assembled Chemical Weapons Alternatives and site management should perform periodic reviews of process safety metrics utilized at PCAPP and BGCAPP and implement action plans as appropriate to drive continuous improvements.
Finding 4-6. The chemical and petroleum industries have found it very beneficial to have employees on staff with process safety expertise. These individuals partner with senior management and are accountable for monitoring industry best practices in process safety and for implementing those that are applicable within their facilities. These individuals are also tasked with assisting in embedding process safety into the organization’s culture by organizing and leading grassroots process safety teams while reviewing outcomes and metrics with management.
Recommendation 4-6. The Program Manager for Assembled Chemical Weapons Alternatives should maintain process safety expertise at the programmatic level to ensure effective implementation of process safety metrics. To be successful, process safety experts must partner with and be supported by management.
Finding 4-7. There are a number of resources that the Program Manager for Assembled Chemical Weapons Alternatives can use to learn about best practices for process safety management in the chemical and petroleum industries. Process safety technology conferences such as the American Institute of Chemical Engineers’ annual Global Congress of Process Safety and others hosted by organizations such as the Center for Chemical Process Safety and the Mary Kay O’Connor Process Safety Center provide ongoing programming on process safety and the identification of best practices.
Recommendation 4-7. The Program Manager for Assembled Chemical Weapons Alternatives should undertake a review of best practices in process safety management, especially in the chemical and petroleum industries. These practices are described in the Center for Chemical Process Safety book Guidelines for Risk Based Process Safety. Those that are applicable should be incorporated into the Pueblo and Blue Grass Chemical Agent Destruction Pilot Plants.